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The purpose of this paper is to report the findings of a study that examines the influence of leader–member exchange (LMX) on employees' turnover intention and presenteeism with the mediating role of perceived organizational support in the context of the semiconductor industry.

An empirical study based on a sample of 124 department managers and 241 team members in five high-tech companies in Taiwan. Structural equation modelling analysis was used for hypothesis testing.

The results reveal that perceived organization support significantly relates to employees' turnover intention and mediates the relationship between LMX and turnover intention. Additionally, employees' presenteeism is influenced by perceived LMX.

The results of the study are of high importance for high-tech companies, which continuously strive for innovation efficiency and sustainability. Managers and practitioners could benefit from better understanding regarding the importance of perceived organization support and LMX in affecting employee behaviours and company performance.

The present study finds a significant positive relationship between LMX and presenteeism, which is contrary to the previous research.

This study aims to examine the role of leader-member exchange social comparison (LMXSC) perceptions in triggering the instigation of uncivil behavior in the workplace. This study also explores the intervening role of envy and the buffering role of aggression-preventive supervisor behavior within the proposed relationship.

Data were collected in two phases separated by an interval of four weeks. The final sample consisted of 224 full-time white-collar employees working in five large pharmaceutical manufacturing organizations in India.

The findings indicate that employees’ subjective perceptions of being involved in poorer-quality LMX relationships than their workgroup members generate envy, which, in turn, evokes them to instigate uncivil behaviors onto those higher-LMX counterparts. The indirect effect of LMX social comparison on instigated workplace incivility through envy gets attenuated when supervisors engage in aggression-preventive behavior.

To protect organizations from the financial and productivity losses associated with incivility, supervisors are encouraged to exhibit aggression-preventive behavior if they form differentiated exchange relationships with the subordinates in their teams. Supervisors are further advised to avoid the altogether neglect of lower-LMX subordinates as doing so may give rise to negative emotions (envy) and behavior (incivility) among them.

This study expands the limited body of knowledge on the antecedents of uncivil employee behavior in the workplace. Specifically, it unveils that incivility toward coworkers may be stemming from unfavorable LMX social comparisons and ensuing negative emotions such as envy. It also offers insights on reducing uncivil behavior by highlighting that the impact of LMXSC and envy on incivility instigation gets buffered in the presence of aggression-preventive supervisor behavior.

This research primarily aims to study the role of leader-member exchange (LMX) in frontline employees' (FLEs) innovative behaviors, whereby a mediating effect of employee happiness is proposed in this relationship. The moderating effect of service climate is also examined on the indirect effect of LMX on innovative behaviors through happiness.

The study used a sample of 303 FLEs working in various service organizations in the United Arab Emirates (UAE). Structural equation modeling was used to test the proposed model.

The findings show that LMX has a positive and significant effect on FLEs' innovative behaviors and that employee happiness is an intervening variable. Service climate moderates the indirect effect of LMX on FLEs' innovative behaviors through happiness, and the effect is stronger in a low (unsupported) service climate.

The findings of this research provide prescriptive insights into the critical role of supervisory behavior in FLEs' innovative service behaviors and how positive emotions contribute to employees' willingness to innovate. Thus, these findings make a unique contribution to research in service management.

Studies examining how and when LMX can affect FLEs' innovative behaviors are limited. These findings offer new insights into the relative importance of supervisor and organizational support (service climate) in FLEs' innovative behaviors. The interaction effect of LMX and service climate has not been previously examined along with positive employee affect (happiness) and innovative behaviors.

Clinician turnover in mental health settings impacts service quality, including availability and delivery of evidence-based practices. Leadership is associated with organizational climate, team functioning and clinician turnover intentions (TI). This study examines leader–member exchange (LMX), reflecting the relationship between a supervisor and each supervisee, using mean team LMX, dispersion of individual clinician ratings compared to team members (i.e. relative LMX) and team level variability (i.e. LMX differentiation), in relation to organizational climate and clinician TI.

Survey data were collected from 363 clinicians, nested in children's mental health agency workgroups, providing county-contracted outpatient services to youth and families. A moderated mediation path analysis examined cross-level associations of leader–member exchange with organizational climate and turnover intentions.

Lower relative LMX and greater LMX differentiation were associated with higher clinician TI. Higher team-level demoralizing climate also predicted higher TI. These findings indicate that poorer LMX and more variability in LMX at the team level are related to clinician TI.

This study describes both team- and clinician-level factors on clinician TI. Few studies have examined LMX in mental health, and fewer still have examined relative LMX and LMX differentiation associations with organizational climate and TI. These findings highlight the importance of leader–follower relationships and organizational climate and their associations with clinician TIs. Mental health service systems and organizations can address these issues through fostering more positive supervisor–supervisee relationships.

Despite the prevalence and potential benefits of multiauthority organizational structures (i.e. matrix organizations), research is lacking on the resulting impact on employees’ work–family conflict (WFC). The purpose of this article is to use leader–member exchange (LMX) as a framework to examine how employees who report to two leaders experience WFC.

A sample of 111 engineers and researchers nested within 33 branches and 21 project teams completed an online questionnaire containing measures of LMX and WFC. Hierarchical multiple regressions were used to test the study’s hypotheses.

LMX with one's immediate supervisor (branch manager, LMX–BM) and project manager ( LMX–PM) each contributed unique variance in predicting WFC. LMX–PM moderated the negative relationship between LMX–BM and WFC, such that the negative relationship was stronger in magnitude at higher levels of LMX–PM quality.

While most research studies have focused upon the impact of a single leader, modern organizations often involve dual reporting. Thus, results expand the extant literature to be more applicable to modern organizational realities. Findings provide evidence that future longitudinal research is worthwhile.

Results indicate that LMX theory is relevant beyond one's immediate supervisor. As a result, all managers should communicate with one another to seek better alignment. Particularly in a matrix organization where positional power is limited, leaders stand to reap the many benefits of high LMX relationships.

This study is the first among its type to examine LMX in a dual reporting context, and it is also the first to examine the impacts of dual reporting on WFC.

The purpose of this study is to address the construction of trust in leader member exchange (LMX) relationships as a multidimensional phenomenon and identify the importance of emotional and collective factors contributing to this phenomenon.

Ten health care professionals (five leaders and five members) were interviewed to subject to qualitative thematic analysis.

Four main themes in the data were identified (work roles, collectivity, interaction and participation) and linked to two main elements of LMX trust relations: core and contextual. The results extend understanding of the construction and maintenance of trust in LMX relationships, indicating that it is a more complex and socially constructed phenomenon than previously described.

Despite identified limitations of the study (the small amount of empirical material, interpretive research method and purposive sampling of participants), the findings reveal that constructing trust in LMX relationships is more multidimensional than generally portrayed in traditional LMX theory and its three-stage continuum. This study suggests that a broader perspective should be adopted in LMX research, treating it not only as a collective phenomenon but also considering leaders and members as emotional individuals.

Understanding the multidimensional nature of LMX relationships is helpful for developing interpersonal relationships in organizations and leadership practices through recognition of the importance of the transparency, practices and adequacy of mutual interaction. The results presented here may contribute to such understanding and help leaders to relate to members as both subjective individuals and parts of a complex social network. The results may also increase members' awareness of possible ways that they can promote the development of good LMX relationships in organizations.

The novelty of the study relates to the identification of the collective, emotional and multidimensional nature of LMX relationships.

Building upon relational leadership theory, we develop a theoretical model examining the association between leader-follower congruence in follower role orientation and manager and subordinate relational and well-being outcomes. Follower role orientation represents individuals’ beliefs regarding the best way to enact a follower role. We predict that managers and subordinates who share similar role orientations will experience higher quality leader-member exchange (LMX) relationships and greater eustress than those who differ in their follower role orientations. Propositions are presented for direct effects between congruence and stress and indirect effects through LMX. Our theoretical model contributes to nascent research on followership by offering greater understanding of manager and subordinate beliefs regarding how followers should enact their roles, and the importance of considering leader (i.e., manager) as well as follower outcomes in the workplace. It also extends current thinking about stress as an important outcome of leader-follower relationships.

This study examines employees' metacognitive cultural intelligence as a moderator in the relationship between leader-member exchange (LMX) and employees' subjective well-being.

We tested the conceptual model using regression analysis from a sample of 462 migrant workers in Australia.

The results demonstrated that employees' metacognitive cultural intelligence moderated the relationship between LMX and employees' subjective well-being in such a way that the effect was stronger among those employees with lower levels of metacognitive cultural intelligence.

The cross-sectional design, with self-reporting at one point in time, could affect a causal relationship among variables, although each relationship was built on strong theoretical perspectives. However, prior research emphasizes that a single source is not considered to be an issue when interactions are examined.

One way to improve metacognitive cultural intelligence for global leadership effectiveness could be through the introduction of diversity and cross-cultural training, such as didactic programs provided either in-house or by external institutions.

Drawing on Conservation of Resources theory, this paper contributes to the literature by demonstrating that employees' metacognitive cultural intelligence is a boundary condition that alters the strengths of the LMX–subjective well-being relationship.

This study aims to integrate social identity and leader–member exchange (LMX) theory to investigate the processes and boundary conditions around LMX–performance relationships. Through the application of two leader–follower subsamples, the authors test three main objectives. What is the effect of multi-dimensional dyad value-congruence on LMX and how does congruence on these dimensions differentially influence leader and follower perceptions of LMX? In a subsample of followers including supervisor-rated performance, the authors develop a model that examines how individual values moderate the effect of dyad contact on supervisor-rated job performance mediated by follower LMX.

The participants for this study include graduate and undergraduate social work students who were taking part in a one-year work placement within a social work organization as well as their immediate supervisors. Across a four-month period, participants filled out measures of their supervisor contact, work values and LMX. Supervisor-rated performance was also included.

Findings from the dyadic subsample show that growth value congruence is a predictor of follower-rated LMX, with value congruence across all values having no effect on leader-rated LMX. Within a subsample of followers, findings suggest that follower-rated LMX mediates the relationship between dyad contact and supervisor-rated job performance, with individual work values moderating this effect.

The current study offers several contributions to the literature on LMX and job performance. First, in this study’s dyadic leader–follower sample, the authors extend propositions made by social identity theory around value congruence and LMX by offering support for a multi-dimensional and multi-target approach to questions of values and LMX. Second, within this study’s larger non-dyadic sample, the authors offer insights into previous conflicting findings around dyad contact and LMX, by offering support for the indirect effect of dyad contact on supervisor-rated performance via LMX. Third, within this second sample, the authors also extend the literature on values and LMX to show that the process through which LMX influences job performance is dependent on follower values.

The purpose of this paper is to investigate the underlying mechanisms through which social media use for vertical and horizontal communication enhance employee performance.

To test the research model, the authors conducted a questionnaire survey in China. The authors used a customer panel database provided by a marketing research firm in China to identify appropriate respondents. Finally, the authors received 243 valid responses.

The authors find that social media use for vertical communication (SMUVC) is positively related to leader-member exchange (LMX) and social media use for horizontal communication (SMUHC) is positively related to team-member exchange (TMX). LMX and TMX are positively related to employee performance. LMX is positively associated with TMX. Besides, task complexity positively moderates the relationship between LMX and employee performance, while it negatively moderates the relationship between TMX and employee performance.

First, it adds to the literature by investigating the underlying mechanisms of how social media use for communication influences job performance. By identifying LMX and TMX as the underlying mechanisms, the authors make comprehensive considerations of how the vertical and horizontal relationships link the effect of social media use for communication on employee performance. Second, despite the growing evidence demonstrates that high-quality LMX and TMX can individually contribute to employee job performance, little research has considered both LMX and TMX relationships simultaneously and their effects on job performance. Finally, by establishing task complexity as a key moderator on the relationships between LMX and TMX and job performance, the study could explain the inconsistent findings in the literature that the effects of LMX and TMX are significant in some studies yet not significant in other studies.