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Article
Publication date: 15 June 2010

Rozhan Othman, Foo Fang Ee and Ng Lay Shi

The purpose of this paper is to identify a number of limitations of the theory on leadermember exchange (LMX). This paper aims to argue that under certain conditions high…

Abstract

Purpose

The purpose of this paper is to identify a number of limitations of the theory on leadermember 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.

Details

Leadership & Organization Development Journal, vol. 31 no. 4
Type: Research Article
ISSN: 0143-7739

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Article
Publication date: 26 June 2018

Bilal Bin Saeed, Bilal Afsar, Sadia Cheema and Farheen Javed

The purpose of this paper is to examine how leadermember exchange relates to subordinate’s innovative work behavior through core self-evaluation (CSE), domain knowledge…

Abstract

Purpose

The purpose of this paper is to examine how leadermember 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 leadermember exchange, CSE and domain knowledge that affects innovative work behavior, such that leadermember 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 leadermember 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 leadermember exchange, CSE and domain knowledge. Then, the supervisors of these employees assessed their subordinates’ innovative work behavior.

Findings

The results showed that leadermember 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, leadermember 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 leadermember 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.

Details

European Journal of Innovation Management, vol. 22 no. 1
Type: Research Article
ISSN: 1460-1060

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Book part
Publication date: 16 July 2018

Christopher H. Thomas, Foster Roberts, Milorad M. Novicevic, Anthony P. Ammeter and Dragan Loncar

In this chapter we examine various human resource management (HRM) implications involved in the leadership of fluid teams. Leadership of fluid teams, which are…

Abstract

In this chapter we examine various human resource management (HRM) implications involved in the leadership of fluid teams. Leadership of fluid teams, which are distinguished by their dynamic composition, requires consideration of issues that may not be as pertinent for stable teams. In particular, we focus on the concept of familiarity. Composing and leading teams with members exhibiting varying degrees of familiarity with one another creates obstacles to effective and efficient functioning and may ultimately lead to poor performance. With this in mind, leaders must pay particular attention to issues of coordination, and composition such that a broad range of generalizable teamwork skills exists within the team. Within this chapter, we explain the concepts of fluid teams, team leadership within fluid teams, and other relevant concepts related to the formation of familiarity. Next, we thoroughly review extant empirical and theoretical research within these areas. We identify areas of correspondence among the various concepts and findings of the reviewed studies and generate an integrated model of fluid team leadership. To conclude, we highlight the distinct HRM implications associated with the use, and leadership, of fluid teams.

Details

Research in Personnel and Human Resources Management
Type: Book
ISBN: 978-1-78756-322-3

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Article
Publication date: 4 October 2011

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…

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.

Details

Nankai Business Review International, vol. 2 no. 4
Type: Research Article
ISSN: 2040-8749

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Article
Publication date: 25 April 2008

Connie Green

The purpose of this paper is to examine the relationship between the styles of conflict management and the quality of dyadic exchanges between leader and follower…

Abstract

Purpose

The purpose of this paper is to examine the relationship between the styles of conflict management and the quality of dyadic exchanges between leader and follower, controlling for age, gender, education, and organizational tenure.

Design/methodology/approach

The methodology was quantitative and incorporated the Rahim Organizational Conflict Inventory‐II and LeaderMember Exchange Version 7 survey instruments.

Findings

There were significant findings with respect to quality of dyadic relationship and use of conflict management styles. The lower the dyadic relationship quality, the more moderating styles are introduced into the relationship.

Research limitations/implications

The limitations of the study were: participants were selected by the vice president of human resources for this international company and were limited to current US employees; the study was limited to one company, thereby limiting the ability to generalize study findings; and the study focused on correlational data, and made no attempt to address the cause and effect issues related to conflict, conflict management, leadermember exchange, or leadership.

Originality/value

The value of this study is its original contribution to the research literature, as no previous studies which incorporated both conflict management and leader‐follower relationship quality could be found during the exhaustive literature review.

Details

International Journal of Conflict Management, vol. 19 no. 2
Type: Research Article
ISSN: 1044-4068

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Article
Publication date: 1 March 2013

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…

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.

Details

International Journal of Organization Theory & Behavior, vol. 16 no. 4
Type: Research Article
ISSN: 1093-4537

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Article
Publication date: 4 June 2021

Di Zhao and Wenjun Cai

Emotional intelligence (EI) is deemed important in developing interpersonal relationships. However, in the development of team-member exchange (TMX), the effect of EI on…

Abstract

Purpose

Emotional intelligence (EI) is deemed important in developing interpersonal relationships. However, in the development of team-member exchange (TMX), the effect of EI on TMX and the team context have been largely ignored. For filling these gaps, this study explores the effect of employee EI on employee TMX and introduces EI-based leader-member exchange (LMX) differentiation as a team context to moderate the EI-TMX relationship.

Design/methodology/approach

Data were drawn from 51 teams (consisting of 293 followers and 51 team leaders) selected from 30 companies (across the industries of technology, real estate, commerce and manufacturing).

Findings

Results revealed that employee EI was positively related to employee TMX. EI acted as the basis of LMX differentiation (EI was positively related to LMX, EI variety was positively associated with LMX differentiation), and EI-based LMX differentiation acted as a favorable context for high-EI employees to develop high-quality TMX.

Originality/value

This study contributes to the understanding of EI’s significant and complex influence on interpersonal exchange relationships between leaders, followers and coworkers.

Details

Career Development International, vol. 26 no. 3
Type: Research Article
ISSN: 1362-0436

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Article
Publication date: 24 February 2020

Thuy T. Dang and Anh D. Pham

While technological advances have been changing the way that services are delivered to customers, direct interaction between banks’ front-line staff and customers still…

Abstract

Purpose

While technological advances have been changing the way that services are delivered to customers, direct interaction between banks’ front-line staff and customers still holds its distinct position in the banking sector. This research investigates the relationship between interactional justice and the willingness of commercial banks’ front-line staff to engage in customer-centric behaviors, as well as the mediators behind this relationship.

Design/methodology/approach

This research combined both qualitative and quantitative research methods. In-depth interviews were employed to explore the potential mechanisms underlying the relationship between interactional justice and customer-centric behavior and to develop the specific measurement scale for customer-centric behavior in the banking service context. A survey was conducted to test the conceptual model using a sample of 312 customer contact employees working in Vietnamese commercial banks.

Findings

The research results indicate that interactional justice significantly enhances employees’ willingness to engage in customer-centric behaviors, and this relationship is partially mediated by overall job satisfaction and the leader-member exchange relationship.

Research limitations/implications

This research faces several limitations. The first limitation concerns the fact that the data are based on self-reports, which might lead to common method biases. Second, this study used a sample drawn from the North of Vietnam only. Third, this study adopted a limited set of measurement items due to the concerns of model parsimony and data collection efficiency. Fourth, we followed prior justice work to assume the linear relationship between interactional justice and leader-member exchange, in which the leader-member exchange is hypothesized to be the outcome of fair treatment (Erdogan and Liden, 2006; Masterson et al., 2000). Last, we only considered how leaders treat their followers through the lens of interactional justice, while interactional justice differentiation has also been affirmed as a crucial determinant of leader-member exchange and employees’ performance.

Originality/value

This research is noteworthy that it is the first to take a social exchange perspective to examine customer-oriented behavior as an outcome of interpersonal interactions in the workplace. Accordingly, it delivers a key message to bank supervisors: “Treat employees the way you want your customers to be treated.”

Details

International Journal of Bank Marketing, vol. 38 no. 4
Type: Research Article
ISSN: 0265-2323

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Article
Publication date: 14 March 2016

Sara Kahrobaei and Saeed Mortazavi

The purpose of this paper is to examine the effect of leadermember exchange quality on creative involvement of teams in creative work through the mediating role of…

Abstract

Purpose

The purpose of this paper is to examine the effect of leadermember exchange quality on creative involvement of teams in creative work through the mediating role of collective energy comprising of affect, cognitive and behavioral energies.

Methodology/approach

In total, a sample of 298 participants in 71 teams working for manufacturing companies producing different auto parts in the eastern part of Iran was examined. A conceptual model was developed, and the hypotheses were analyzed by using structural equation modeling (SEM). Finally, the direct and indirect effects of variables were acquired by a path analysis technique.

Findings

The results revealed that, in teams, leader-members exchange indirectly impacts involvement in creative work via affective, cognitive and behavioral energies. Furthermore, affective energy play the most mediating role and behavioral energy my negatively affect involvement in creative work.

Originality/value

First, this paper makes a significant contribution to the literature of energy through considering a more panoramic view of it at work. This is the first study in which collective energy functions as a mediating factor in teams. Second, it helps to broaden the scope of research on the relationship between leaders and individuals through multi-level analysis.

Details

Team Performance Management, vol. 22 no. 1/2
Type: Research Article
ISSN: 1352-7592

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Article
Publication date: 11 September 2009

Barbara A. Wech, Karen Norman Kennedy and Dawn R. Deeter‐Schmelz

As organizations increasingly rely on teams to provide high levels of customer service, one's understanding and research methods related to teams must expand so that…

Abstract

Purpose

As organizations increasingly rely on teams to provide high levels of customer service, one's understanding and research methods related to teams must expand so that multiple hierarchical levels of an organization are analyzed effectively. This study aims to propose and test a model examining multi‐level team relationships.

Design/methodology/approach

Survey data from customer contact teams in a banking setting were analyzed using hierarchical linear modeling (HLM), a method appropriate for investigating individual and group level variables within an organization.

Findings

Results indicate that team‐member exchange, a group‐level variable, is positively associated with employee performance and organizational citizenship behavior (OCB), and explained variance in outcomes above and beyond that explained by the individual‐level relationship between the supervisor and subordinate.

Research limitations/implications

Analyzing both individual‐ and group‐level variables through HLM explicates team processes and outcomes. While this study examines the banking environment, certainly, teams are an area fertile for additional study in a variety of industries.

Practical implications

The results provide support for the importance of team development and training as organizations increasingly use teams to provide critical customer service. Attention to the employee‐manager relationship and team member interactions will improve performance.

Originality/value

The paper extends understanding of important team member outcomes in an environment that increasingly relies upon teamwork to serve customers. It examines team‐member exchange and its effects on employee performance and OCB in the context of customer contact teams. Additionally, investigates leadermember exchange in the context of team‐member exchange, a relationship that provides a more robust understanding of team processes.

Details

Journal of Services Marketing, vol. 23 no. 6
Type: Research Article
ISSN: 0887-6045

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