The purpose of this paper is to check the mediating role of work engagement (WE) between leader – member exchange and extra-role behaviours (ERBs) like organizational citizenship behaviour, knowledge sharing behaviour and innovative work behaviour.
Hypothetical deductive method was used. Longitudinal, time-lagged approach (three times) was used to collect the data using structured questionnaire.
It has been found that the WE plays its mediating role between leader – member exchange, organizational citizenship behaviour and innovative work behaviour but not for knowledge sharing behaviour.
Data related to dependent variables, specifically and for the whole model generally, was collected through self-reported questionnaire, which leads toward self-serving bias at respondents’ end, as exaggeration/manipulation in responses is highly expected. Second mediating role of WE between leader – member exchange and knowledge sharing behaviour has not been proven, but same mediating role has been found in case of organizational citizenship behaviour and innovative work behaviour which is beyond understanding, as all dependent variables are actually different facets of ERBs. Lastly, data for the study variable has been collected from research and development and IT-related organizations only, which can question the generalization of the survey results to other sectors/organizations.
The study concluded that leader’s exchange plays a vital role for under commands’ ERBs, and WE vitally predicts ERBs; organizational leaders need to pay attention to this part, in Pakistan, being a poor/developing country fulfilling necessary psychological needs can result in better engagement at employees end. Study findings have importance with the view of training, as while conducting training, strategies through which leaders/supervisors may be trained about how they can build good exchange with their subordinates must be incorporated. This study has significance for policy makers, while making policies, as they consider deviant work behaviours as dangerous phenomena, at the same time they need to recognize the importance of ERBs.
Early mechanism of work performance did not cover full range of behaviours, so now it has been changed from fixed tasks written in employee’s job description (in-role) to broader terms (extra-role) due to uncertain and dynamic work requirements. Extra-role behaviours are more important for the organization as compared to in-role performance. So, a pathway of WE has been established through which ERBs can be expected. Current study was an attempt to explore that how leader can play his role in this situation.
Khan, M.N. and Malik, M.F. (2017), "“My leader’s group is my group”. Leader-member exchange and employees’ behaviours", European Business Review, Vol. 29 No. 5, pp. 551-571. https://doi.org/10.1108/EBR-01-2016-0013Download as .RIS
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