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1 – 10 of over 2000Asma AlHammadi and Hossam M. Abu Elanain
The purpose of this study is twofold: first, to examine the direct relationship of organizational justice (OJ), psychological empowerment (PE), Leader Member Exchange (LMX)…
Abstract
Purpose
The purpose of this study is twofold: first, to examine the direct relationship of organizational justice (OJ), psychological empowerment (PE), Leader Member Exchange (LMX), organizational citizenship behavior (OCB), LMX on PE and OCB and PE on OCB; and second, to investigate the mediating role of PE between OJ and OCB and between LMX and OCB in the service industry in a non-Western context.
Design/methodology/approach
A quantitative questionnaire was used to test the proposed hypotheses of the study. From employees working in service providing organizations in the UAE, 364 usable responses had been collected and data was analyzed using structural equation modeling (SEM).
Findings
OJ significantly influences PE and LMX, while its influence on OCB is insignificant. Also, LMX significantly affects PE and OCB, PE significantly impacts OCB, whereas PE and LMX significantly mediate the relationship between OJ and OCB.
Practical implications
Organizations should promote fairness, psychological empowerment and OCB among employees. Additionally, leaders should develop positive and productive relationships with their employees.
Originality/value
To the best of the authors’ knowledge, this study is one of a limited number of studies designed to analyze the hypothesized relationships within a non-Western context, specifically in the UAE.
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Melissa K. Carsten, Mary Uhl-Bien and Tracy L. Griggs
Building upon relational leadership theory, we develop a theoretical model examining the association between leader-follower congruence in follower role orientation and manager…
Abstract
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.
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Dana L. Joseph, Daniel A. Newman and Hock-Peng Sin
Purpose – This chapter (a) summarizes leader–member exchange (LMX) measurement practices since the influential reviews by Schriesheim, Castro, and Cogliser (1999) and Gerstner and…
Abstract
Purpose – This chapter (a) summarizes leader–member exchange (LMX) measurement practices since the influential reviews by Schriesheim, Castro, and Cogliser (1999) and Gerstner and Day (1997), (b) clarifies the status of LMX as a broad construct from a hierarchical factor model, (c) conducts multitrait-multimethod (MTMM) analyses on leader and follower reports of multidimensional LMX, and (d) investigates discriminant validity between Member LMX and satisfaction with supervisor.
Methodology/Approach – We used (a) a literature search of LMX measurement practices, (b) a combination of meta-analysis and factor analysis to specify the broad LMX construct underlying Liden and Maslyn's (1998) (LMX-MDM) multidimensional instrument, (c) MTMM analyses of leader and member ratings of the LMX-MDM, and (d) a combination of meta-analysis and multiple regression to assess incremental validity of Member LMX beyond satisfaction with supervisor.
Findings – Since 1999, 85% of LMX studies now use one of two dominant LMX scales (LMX-7, Scandura, & Graen, 1984; LMX-MDM, Liden & Maslyn, 1998). These two measures are correlated (rcorrected=.9), suggesting the LMX-7 and the LMX-MDM are alternate forms of the same instrument. 94% of studies that used these two measures treat LMX as a single, broad construct rather than as a multidimensional set of constructs. MTMM analyses suggest Leader LMX and Member LMX are two, separate-but-related constructs (i.e., confirming two source factors and no lower-order trait factors). Last, Member LMX meta-analytically correlates with satisfaction with supervisor at rcorrected=.8. There is some incremental validity of LMX, but the pattern is inconsistent across samples.
Social Implications – We point out that LMX researchers have now moved toward standard measurement of LMX – as a broad, higher-order factor that varies between leader and follower. By doing so, we reveal that the stage is set for cumulative and replicable research on leadership as a dyadic, follower-specific phenomenon.
Originality/Value of Paper – Our chapter is the first to reveal consensus in LMX measurement across studies; to summarize the standard treatment of LMX as a single, broad factor; and to apply MTMM analyses to demonstrate separate Leader LMX and Member LMX source factors.
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Herman H.M. Tse, Marie T. Dasborough and Neal M. Ashkanasy
Accumulating evidence suggests that Team-member exchange (TMX) influences employee work attitudes and behaviours separately from the effects of leader-member exchange (LMX). In…
Abstract
Accumulating evidence suggests that Team-member exchange (TMX) influences employee work attitudes and behaviours separately from the effects of leader-member exchange (LMX). In particular, little is known of the effect of LMX differentiation (in-group versus out-group) as a process of social exchange that can, in turn, affect TMX quality. To explore this phenomenon, this chapter presents a multi-level model of TMX in organizations, which incorporates LMX differentiation, team identification, team member affect at the individual level, and fairness of LMX differentiation and affective climate at the group-level. We conclude with a discussion of the implications of our model for theory, research, and practice.
Caitlin Fulcher and Neal M. Ashkanasy
To date, research focus has been on overt forms of abusive supervision, like aggressive behavior and physical violence. Less clear is the effect of implicit abusive supervisory…
Abstract
Purpose
To date, research focus has been on overt forms of abusive supervision, like aggressive behavior and physical violence. Less clear is the effect of implicit abusive supervisory behaviors such as gaslighting, a form of psychological manipulation whereby a “gaslighter” seeks to confuse, disorientate, and cast doubt in the mind of a victim. In this study, we aim to examine the effects of supervisory gaslighting on employee's affective organizational commitment (AOC). We also investigate the mediating role of leader-member exchange (LMX) on this relationship and whether employee emotional intelligence (EI) buffers the negative effects of supervisory abuse.
Design
Two hundred and sixty-six participants were allocated to one of three conditions (high, medium, and none) where they read workplace scenarios varying in the level of supervisory gaslighting. Afterward, participants responded to AOC, LMX, and EI scales.
Findings
Results showed supervisory gaslighting decreases employee AOC and that this relationship is partly explained by the employee's relationship with their supervisor. Contrary to expectations, higher employee EI strengthened the effect of gaslighting on AOC.
Value
Supervisory gaslighting remains largely unexplored and this chapter contributes to this topic by testing a model to understand the effects of gaslighting on AOC. These findings provide a solid foundation for further research in this area.
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Mariam Yasmin, Asiye Zeytonli, Jeffery D. Houghton and Lewis Hardway
This paper aims to explore the potential explanatory mechanisms linking leader–member exchange (LMX) and a perceived supportive environment for corporate entrepreneurship…
Abstract
Purpose
This paper aims to explore the potential explanatory mechanisms linking leader–member exchange (LMX) and a perceived supportive environment for corporate entrepreneurship. Specifically, this paper develops and tests a hypothesized moderated mediation model of the relationship between LMX and a perceived supportive environment for corporate entrepreneurship through psychological empowerment as conditional upon the level of control orientation.
Design/methodology/approach
Data were collected from a sample of 682 full-time working adults in the USA and were examined in a moderated mediation model in PROCESS.
Findings
The findings suggest that higher LMX augments perceptions of a supportive environment for corporate entrepreneurship with a mediating role for psychological empowerment and a moderating role for control orientation on that conditional relationship.
Research limitations/implications
This research suggests that high quality LMX relationships may enrich the human capital of firms, helping them to innovate and outperform competitors in the context of modern competitive dynamics. The study findings are limited by several factors including a cross-sectional design and a student-recruited sampling approach.
Originality/value
The study offers unique contributions to the leadership and entrepreneurship literature by being among the first to empirically investigate the relationship between LMX and a perceived supportive environment for corporate entrepreneurship as mediated by psychological empowerment and moderated by control orientation, yielding important insights regarding effective leadership practices for facilitating innovative behaviors and corporate entrepreneurship.
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Nicholas Clarke and Nomahaza Mahadi
Researchers in the field of leadership are increasingly turning their attention to the concept of emotional intelligence (EI) to better understand how aspects of individual…
Abstract
Researchers in the field of leadership are increasingly turning their attention to the concept of emotional intelligence (EI) to better understand how aspects of individual difference may help to explain variations in leadership behavior. Importantly leadership practices that foster positive affectivity have been found to be associated with important job- and work-related outcomes. This study aims to investigate whether EI moderates the relationship between a measure of leader–member exchange (LMX) and important work-related outcomes within Malaysia. LMX was found to be positively associated with organizational citizenship behavior, job satisfaction, organizational commitment, psychological well-being (PWB), and in-role performance. However, the relationship between LMX and job satisfaction, LMX and organizational commitment, LMX and PWB, and LMX and in-role performance was also found to be moderated by EI. The findings suggest that EI can help leaders and subordinates to facilitate stronger identification and emotional attachments with each other.
Mohammad Nisar Khattak, Moyassar Zuhair Al-Taie, Ifzal Ahmed and Noor Muhammad
This study aims to investigate the effect of servant leadership on employee organizational identification and career satisfaction through the mediating lens of…
Abstract
Purpose
This study aims to investigate the effect of servant leadership on employee organizational identification and career satisfaction through the mediating lens of leader-member-exchange (LMX). Furthermore, this study also examines whether perceived organizational support (POS) strengthens the positive effect of servant leadership on LMX and subsequently, on employee organizational identification and career satisfaction.
Design/methodology/approach
Survey data were collected from 314 respondents working in hotels in United States of America (USA). Structural equation modeling (SEM), hierarchical moderation analysis and bootstrapping were used to test the study hypotheses.
Findings
Servant leadership was found to positively influence employee organizational identification and career satisfaction. Further, analysis revealed that LMX partially mediated the positive relationship between servant leadership and employee career satisfaction and fully mediated the positive relationship between servant leadership and organizational identification. However, although POS moderated the indirect relationship between servant leadership and employee’ career satisfaction, it did not moderate the indirect relationships between servant leadership and organizational identification.
Practical implications
This study provides insight into the nexus of servant leadership and organizational support in hospitality industry to foster the employee organizational identification and career satisfaction which are extremely needed for competitive advantage in hotel industry.
Originality/value
This study addresses recent calls for future researchers to investigate the important of servant leadership in the hospitality industry.
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Servant leadership suggests that leaders should focus on the betterment and psychological needs of their followers at work. However, little is known about the relationships among…
Abstract
Purpose
Servant leadership suggests that leaders should focus on the betterment and psychological needs of their followers at work. However, little is known about the relationships among servant leadership, leader–member exchange (LMX) and psychological capital (PsyCap) in the field of education. The purpose of this paper is to propose a conceptual framework on the mediating role of LMX in the relationship between servant leadership and followers' PsyCap based on theory and previous empirical research, particularly in the context of higher education.
Design/methodology/approach
To achieve the purpose of the study, a review of literature was conducted to develop a conceptual framework.
Findings
Findings suggested that servant leadership can positively influence followers' PsyCap via the mediating effect of LMX.
Originality/value
By positing that servant leadership affects followers' PsyCap via LMX in the context of higher education, this paper's framework lays a strong foundation for the expansion of the servant leadership knowledge base as well as for future theory development and debate.
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Linlin Zhang, Haoran Jiang, Tongwen Hu and Zhenduo Zhang
Drawing upon person–supervisor fit theory, a model is developed to illustrate how leader–member trait mindfulness (in)congruence may impact leader–member exchange (LMX) and how…
Abstract
Purpose
Drawing upon person–supervisor fit theory, a model is developed to illustrate how leader–member trait mindfulness (in)congruence may impact leader–member exchange (LMX) and how such trait mindfulness (in)congruence can indirectly influence taking charge.
Design/methodology/approach
Polynomial regression and response surface methodology are used to analyze 237 valid matched leader–member dyads.
Findings
LMX increases as leaders' and members' trait mindfulness become more aligned; LMX is higher when leader–member dyads are congruent at high levels (vs low levels). In the case of incongruence, LMX is higher when the member's trait mindfulness exceeds that of the leader. Furthermore, the relationship between leader–member trait mindfulness (in)congruence and taking charge is mediated by LMX.
Practical implications
The joint and interactive role of high trait mindfulness in leader–member dyads can help them to generate high-quality interpersonal exchange, as well as to cope with challenges posed by present and future changes.
Originality/value
The linear, nonlinear, simultaneous and interactive effects of dyadic trait mindfulness expand previous research, clarifying that the evaluation of leader–member congruence and incongruence at various degrees, and for various patterns of trait mindfulness, is more informative than examining the direct effect alone.
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