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1 – 10 of over 31000Rozhan Othman, Foo Fang Ee and Ng Lay Shi
The purpose of this paper is to identify a number of limitations of the theory on leader‐member exchange (LMX). This paper aims to argue that under certain conditions high quality…
Abstract
Purpose
The purpose of this paper is to identify a number of limitations of the theory on leader‐member exchange (LMX). This paper aims to argue that under certain conditions high quality LMX can be dysfunctional. It proceeds to identify the antecedents and outcomes of dysfunctional LMX.
Design/methodology/approach
This paper examines the theory on LMX and justice to identify the conditions that lead to dysfunctional LMX and its consequences.
Findings
A review of the extant literature indicates that favouritism by the leader and the reliance on impression management by followers can lead to dysfunctional LMX. This can then lead to negative reactions from group members and undermine work group cohesiveness.
Research limitations/implications
This paper points to new directions for research in LMX. It highlights the need to recognize that under certain conditions high quality LMX can be perceived as unfairness.
Practical implications
Managers need to recognize issues needing their attention in developing quality exchange with their subordinates. Failure to address these issues can undermine work group performance.
Originality/value
This study contributes to the debate on the role of LMX. Specifically, it attempts to add to the discussion in the emerging literature on dysfunctional LMX.
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The purpose of this paper is to propose the new typologies of leader–member exchange (LMX) theory.
Abstract
Purpose
The purpose of this paper is to propose the new typologies of leader–member exchange (LMX) theory.
Design/methodology/approach
This research conducted a thorough, targeted literature review along with a qualitative research method involving in-depth, open-ended and semi-structured interviews. The interviews were conducted with 21 managers and 70 employees of different public organizations during the two years. After interviews, data were transcribed and the qualitative research method of theory elaboration was used to extract the themes from the transcripts.
Findings
The results showed that the LMX has a dynamic nature with four different versions. Also, the results discovered the multi-level of LMX with three different types of leaders’ styles. In addition, four factors that cause damage to high-quality relationships have been identified (i.e. perceived dissimilarity, feeling of being betrayed, failure to meet the expectations and impression management). Finally, the results discovered five dark sides of LMX.
Originality/value
This research proposes the new typologies of LMX and the approach and findings of this research contribute to the literature of leadership theories.
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Keywords
Barrie O. Pettman and Richard Dobbins
This issue is a selected bibliography covering the subject of leadership.
Abstract
This issue is a selected bibliography covering the subject of leadership.
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Swati Chaurasia and Archana Shukla
The paper aims to establish the relationship between leader member exchange (LMX) relationship and work role performance through the dynamic process of employee engagement. The…
Abstract
The paper aims to establish the relationship between leader member exchange (LMX) relationship and work role performance through the dynamic process of employee engagement. The study outlines why and how leadership is important for employee engagement and effective work role performance. Adopting a survey based research design, a sample of 198 Indian working managers at different levels including various sectors has supported our hypotheses that employee engagement mediates the relations between LMX and work role performance. It provides empirical insights about how employee engagement process influences the LMX and work role performance relationships. The results also suggest that high quality relationship of employees with their leaders is positively related to employee engagement and their work role performance.
Francis J. Yammarino, Minyoung Cheong, Jayoung Kim and Chou-Yu Tsai
For many of the current leadership theories, models, and approaches, the answer to the question posed in the title, “Is leadership more than ‘I like my boss’?,” is “no,” as there…
Abstract
For many of the current leadership theories, models, and approaches, the answer to the question posed in the title, “Is leadership more than ‘I like my boss’?,” is “no,” as there appears to be a hierarchy of leadership concepts with Liking of the leader as the primary dimension or general factor foundation. There are then secondary dimensions or specific sub-factors of liking of Relationship Leadership and Task Leadership; and subsequently, tertiary dimensions or actual sub-sub-factors that comprise the numerous leadership views as well as their operationalizations (e.g., via surveys). There are, however, some leadership views that go beyond simply liking of the leader and liking of relationship leadership and task leadership. For these, which involve explicit levels of analysis formulations, often beyond the leader, or are multi-level in nature, the answer to the title question is “yes.” We clarify and discuss these various “no” and “yes” leadership views and implications of our work for future research and personnel and human resources management practice.
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Tamania Khan and Muhammad Zahid Iqbal
While studying the association between leader–member exchange (LMX) quality and employee work outcomes, the existing scholarship has generally focused on employee perspectives of…
Abstract
Purpose
While studying the association between leader–member exchange (LMX) quality and employee work outcomes, the existing scholarship has generally focused on employee perspectives of LMX quality. Being more inclusive, this study utilizes role theory to incorporate the dyadic (in)congruence in LMX quality and their effects on ratee feedback seeking behavior.
Design/methodology/approach
Data elicited from N = 156 matched rater–ratee dyads comprising engineers working with telecommunication organizations of Pakistan. Purposive sampling was done to ensure that rater–ratee dyads were in continuous contact by their customized employee portals.
Findings
Results of polynomial regression analysis revealed that leader–member congruence in their perceptions of LMX quality enhanced member's feedback seeking behavior. Asymmetrical incongruence, i.e. the member perceived higher LMX quality than the leader, is found to predict member's feedback seeking behavior, even higher than both levels of congruence (high- and low-quality LMX).
Research limitations/implications
The scope of this study was members' reactions to performance appraisal. However, other performance appraisal outcomes are plausible such as, leader performance. This study explored the objective incongruence, yet subjective congruence can be more conclusive about the results of the present study.
Practical implications
LMX incongruence is more detrimental to members in high interaction situations. When the member perceives lower quality LMX than the leader, expectations regarding resource exchanges and behaviors are more likely to be unfulfilled for the member. Feedback seeking behavior being a member related outcome is likely to be affected more negatively in such conditions of incongruence. Second, it is likely that when there is a high degree of incongruence among the dyads, LMX congruence may become more critical to the members which in turn may give them a sense of belongingness within the dyad. Third, the relationship between leader–member dyads is affected by the social interactions facilitating the members' opinion sharing.
Originality/value
The study suggests that to fully grasp the implications of LMX theory, we need to consider the viewpoints of both the dyadic members at the same time.
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Anjali Singh and Sumi Jha
This study aims to investigate the factors influencing team innovation from the perspective of strategic leaders. The study draws from the leader–member exchange (LMX) theory to…
Abstract
Purpose
This study aims to investigate the factors influencing team innovation from the perspective of strategic leaders. The study draws from the leader–member exchange (LMX) theory to propose that the quality of exchange the leaders perceive with the team members may provide a useful cue to identify the key elements and processes that may help drive team innovation.
Design/methodology/approach
A qualitative study using a hybrid approach was used, and a thematic analysis was performed. The data were based on 25 interviews collected from strategic leaders using the long interview technique.
Findings
The findings revealed themes and factors influencing innovation orientation among leaders and team members. Five themes were identified, namely modeling leadership behavior, autonomy and psychological safety for teams, organizational structure and technology, innovation and the decision-making process and innovation during times of uncertainty.
Research limitations/implications
Because of the purposefully chosen sample of only leaders who were involved in the innovation process, the research results may lack generalizability. Therefore, researchers are encouraged to corroborate the finding using a sample of teams involved in the innovation process.
Practical implications
A conceptual model is proposed with guidance for implementing innovation decisions and strategies in practice.
Originality/value
While the strategic leadership and team innovation literature emphasizes the interaction between leaders and team members, research on how these interactions unfold is still nascent. This paper fulfills these needs from a strategic leader’s perspective.
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Bilal Bin Saeed, Bilal Afsar, Sadia Cheema and Farheen Javed
The purpose of this paper is to examine how leader–member exchange relates to subordinate’s innovative work behavior through core self-evaluation (CSE), domain knowledge and…
Abstract
Purpose
The purpose of this paper is to examine how leader–member exchange relates to subordinate’s innovative work behavior through core self-evaluation (CSE), domain knowledge and creative process engagement. On the basis of an interactional approach, this study hypothesized that there is an interaction between leader–member exchange, CSE and domain knowledge that affects innovative work behavior, such that leader–member exchange has the strongest positive relationship with innovative work behavior when subordinates have high levels of CSE and domain knowledge; and creative process engagement mediates the effect that this three-way interaction between leader–member exchange, CSE and domain knowledge has on innovative work behavior.
Design/methodology/approach
Data were collected from 323 employees and their immediate supervisors (121) from automotive industry. First, subordinates completed measures of their leader–member exchange, CSE and domain knowledge. Then, the supervisors of these employees assessed their subordinates’ innovative work behavior.
Findings
The results showed that leader–member exchange, CSE and domain knowledge interacted to affect employee innovative work behavior in such a way that when CSE and domain knowledge were both high, leader–member exchange had the strongest positive relationship with innovative work behavior and creative process engagement mediated this relationship.
Originality/value
This study is the first of its kind to empirically examine the interactional perspective of leader–member exchange on innovative work behavior through domain knowledge, CSE and creative process engagement. Theoretical and practical implications and future area of research are discussed at the end.
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Pan Jing‐zhou and Zhou Wen‐xia
With the increasingly intensifying competition and the development and maturity of the modern organization, employees have no longer fully been attached to the organization. The…
Abstract
Purpose
With the increasingly intensifying competition and the development and maturity of the modern organization, employees have no longer fully been attached to the organization. The employee‐organization relationship gets more and more attention. As spokespersons of their organizations, the leaders in all levels, to a considerable extent, have an effect on the understanding of the employee for the organization. The purpose of this paper is to explore leader and member exchange (LMX) relationships' impact on employees' organizational commitment and discuss the mediating effect of perceived organizational support (POS) during the period.
Design/methodology/approach
A sample consisting of 423 employees in four organizations was investigated. After testing the reliability of all questionnaires, the authors constructed a model of the mediating effect of POS between LMX relationships' impact on employees' organizational commitment and used structural equation model technology to verify it.
Findings
The results showed that: affect, loyalty and professional respect have a significant impact on affective commitment but the result of the contribution is not significant. So, work exchange (contribution) was different from social exchange (affect, loyalty and professional respect) in the influence on employee's organizational affective commitment. POS had an intermediary effect between the affect exchange and affective commitment in the organization. Leader‐membership has an important implication for the employee‐organization relationship. The exchanges of different dimensions between the leader and the member were different no matter for the affected contents of the attitude to the organization of the employee or for the affecting mechanism.
Research limitations/implications
All variable data came from the same employee questionnaires, which may lead to potential problems of same source bias or common method variance. In order to test the influence of common method variance, this research carried out Harman's one‐factor test.
Practical implications
The organization should emphasize developing the relationship between the leaders from various levels and the members, and in particular the social exchange out of the work must not be neglected.
Originality/value
The present study explores LMX's influence on employees' affective commitment towards the organization from a social exchange perspective. The authors adopted multi‐dimensions LMX, which is different from prior studies (e.g. Wayne et al. and Zhou and Bao) to discuss the mechanism of LMX's impact on subordinates' attitudes to the organization.
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Manuel London, Judith Volmer and Jetmir Zyberaj
This conceptual article develops a theory-based set of themes that characterize how a leader and member interact based on their attachment style, motivation to lead and follow and…
Abstract
Purpose
This conceptual article develops a theory-based set of themes that characterize how a leader and member interact based on their attachment style, motivation to lead and follow and their interpersonal orientation.
Design/methodology/approach
This study proposes that the leader's and member's attachment styles, effectuated by their motivation to lead and/or follow and their interpersonal orientation, determine the emergence of primary (most frequently occurring) and secondary (less frequently occurring) leader–member relationship (LMR) themes.
Findings
The themes are labelled mutual affirmation, control, prestige, mutual indifference, conflict, imbalance and co-dependence. The article describes how these seven themes are grounded in their own streams of research, including leader–member exchange (LMX) as the basis for the first three, and how the themes vary in behaviors that generate the operational outcomes of psychological safety, proactivity and functionality, which, in turn, yield performance outcomes. Performance outcomes affect the leader's and member's perceptions of their relationship and their anticipation for the future. Leader–member similarity, situational pressures and perceptions of others' relationships moderate LMR development.
Research limitations/implications
Each theme reflects a pattern of interactions that produces degrees of psychological safety felt by the leader and member, proactivity of the leader and member to devote energy to their relationship and how well the leader and member function together. The behaviors, in turn, influence how the leader and member perceive each other and themselves and their anticipation for the future of the relationship.
Practical implications
The model can be used by organizational development and human resource professionals to assess leader–member dyads and train leaders and members to be aware of factors that influence their relationship and how these factors affect performance outcomes.
Originality/value
The model contributes to the literature on leader–member relationships by suggesting a theory-based set of themes that characterize how the leader and team member interact and how their relationship develops.
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