The mediating role of trust in teammates in the relationship between differentiation in leader-member exchange (LMX) and work attitude: An empirical study in China

2012 ◽  
Vol 6 (34) ◽  
Author(s):  
Ni Yuan
Keyword(s):  
Empirical Study ◽  
Leader Member Exchange ◽  
Work Attitude ◽  
Mediating Role ◽  
Member Exchange ◽  
The Relationship

A Cross-Level Theoretical and Empirical Model of Positive Emotions, Leader Identification, and Leader–Member Exchange

2021 ◽  
Vol 20 (3) ◽  
pp. 124-135
Author(s):  
Chongrui Liu ◽  
Cong Wang ◽  
Yan Liu ◽  
Xuran Liu ◽  
Yuan Ni
Keyword(s):  
Positive Emotions ◽  
Leader Member Exchange ◽  
Mediating Role ◽  
Member Exchange ◽  
Leadership Context ◽  
Broaden And Build Theory ◽  
Mediating Factor ◽  
The Relationship ◽  
Moderating Role

Abstract. Although leader–member exchange (LMX) has been widely studied, knowledge about how followers influence the LMX process remains unknown. By integrating the broaden-and-build theory (BBT) with the emotion as social information (EASI) theory, we develop a follower-centric multilevel model to investigate how followers' positive emotions have an impact on LMX via the mediating role of leader identification and the moderating role of leaders' positive emotions. We conducted a survey with 319 Chinese employees from 67 teams. The results indicated that leader identification served as a mediating factor in the relationship between followers' positive emotions and LMX. The work unit leaders' positive emotions strengthened the relationship between leader identification and LMX and moderated the mediated relationship among followers' positive emotions, leader identification, and LMX. Altogether, our findings inform new knowledge in terms of how followers may influence the development of LMX. We also help to extend the BBT and the EASI theory to the leadership context.

Promoting Organizational Citizenship Behaviour: The Roles of Leader–Member Exchange and Organizational Job Embeddedness

2018 ◽  
Vol 5 (1) ◽  
pp. 56-75 ◽  
Author(s):  
Khyati Kapil ◽  
Renu Rastogi
Keyword(s):  
Organizational Citizenship ◽  
Statistical Technique ◽  
Job Embeddedness ◽  
Hierarchical Regression ◽  
Leader Member Exchange ◽  
Mediating Role ◽  
Member Exchange ◽  
The Relationship

The study attempts to examine the role of leader–member exchange (LMX) on the organizational citizenship behaviour (OCB). The present study also explains the mediating role of organizational job embeddedness (OJE) on the relationship between LMX and OCB in a given sample. The study was conducted on a sample of 365 employees working in Indian banking industry. Survey research with a correlation statistical technique (correlation and hierarchical regression analyses) is utilized to measure the association of several variables. The results indicate that there is a significant relationship among the key study variables. The OJE was found to partially mediate the LMX–OCB relationship. The findings suggest that the organizations can proactively enhance both OJE and OCB through high quality of LMX. The study contributes to the existing literature of key study variables.

Investigating the relationship between benevolent leadership and the organizational citizenship behaviour of academic staff: The mediating role of leader-member exchange

2020 ◽  
pp. 089202062098000
Author(s):  
Huong Xuan Ho ◽  
Angelina Nhat Hanh Le
Keyword(s):  
Organizational Citizenship ◽  
Academic Staff ◽  
Mediating Effect ◽  
Leader Member Exchange ◽  
Mediating Role ◽  
Benevolent Leadership ◽  
Member Exchange ◽  
University Leaders ◽  
The Relationship

While research on the relationship between leadership and organizational citizenship behaviours (OCBs) is well-established, empirical knowledge on the influence of benevolent leadership on OCBs through the mediating role of leader-member exchange, particularly in the context of educational management, remains scarce. Moreover, discussion is still limited on benevolent leadership in a Confucian-based culture like Vietnam, as well as the distinction between the two types of academic staff OCBs, namely OCBs directed to the organization (termed as OCBO) and OCBs directed to individuals (termed as OCBI). Based on survey data collected from 333 lecturers in Vietnamese universities, the analysis results confirm the mediating effect of leader-member exchange on the linkages from benevolent leadership to both OCBO and OCBI. University leaders with benevolence can motivate academic staff to engage in extra-role behaviours that benefit not only the organization but also other colleagues and students through nurturing a good quality leader-member exchange.

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