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1 – 10 of over 5000
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 leader‐member exchange (LMX). This paper aims to argue that under certain conditions high quality…

3906

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.

Details

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

Keywords

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 leader–member exchange relates to subordinate’s innovative work behavior through core self-evaluation (CSE), domain knowledge and…

3742

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.

Details

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

Keywords

Article
Publication date: 1 April 2016

Ankur Nandedkar

This study investigates the dynamics of supervisor-subordinate relationship, commonly referred in leadership literature as leader-member exchange (LMX), in the context of envy…

Abstract

This study investigates the dynamics of supervisor-subordinate relationship, commonly referred in leadership literature as leader-member exchange (LMX), in the context of envy, and its associated consequences. Building on the affective events theory, we hypothesize that employees who do not share a good relationship with their supervisors (low-quality LMX) will be envious of the peers that maintain great relationship (high-quality LMX) with the supervisor. As a result, they will restrict knowledge sharing, and engage in uncivil behaviors. Hierarchical regression was used to test hypotheses on data derived from a sample of 204 software engineers working across various information technology firms in India. The study found support for all of the proposed hypotheses and extends research in the field by demonstrating negative consequences of envy in the workplace.

Details

International Journal of Organization Theory and Behavior, vol. 19 no. 4
Type: Research Article
ISSN: 1093-4537

Article
Publication date: 1 June 2002

Barrie O. Pettman and Richard Dobbins

This issue is a selected bibliography covering the subject of leadership.

26533

Abstract

This issue is a selected bibliography covering the subject of leadership.

Details

Equal Opportunities International, vol. 21 no. 4/5/6
Type: Research Article
ISSN: 0261-0159

Keywords

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, controlling for…

3922

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 Leader‐Member 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, leader‐member 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

Keywords

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 holds its…

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

Keywords

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 engagement. The…

1221

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

Article
Publication date: 7 March 2008

Nancy Chen Yifeng and Dean Tjosvold

This study seeks to empirically examine the impact of goal interdependence and leader‐member relationship on cross‐cultural leadership in joint ventures in China.

2117

Abstract

Purpose

This study seeks to empirically examine the impact of goal interdependence and leader‐member relationship on cross‐cultural leadership in joint ventures in China.

Design/methodology/approach

The research question is how to facilitate leader‐member relationships between foreign managers and Chinese employees in joint ventures in China. Two hypotheses were generated. This study applies the theory of cooperation and competition and the theory of LMX to develop responses to the research questions. Completed survey questionnaires were analyzed on a valid sample of 199.

Findings

Results supported the theorizing that cooperative goals between managers and employees can strengthen their leader‐member relationships, which in turn facilitate cross‐cultural leadership. The results also extended this theorizing to cross‐cultural settings.

Research limitations/implications

Although the theory of cooperation and competition and the theory of LMX were developed in the West, they could be useful in Chinese contexts for understanding cross‐cultural leadership.

Practical implications

Foreign managers working in joint ventures in China who develop strongly cooperative goals may be able to develop high quality relationships that in turn promote employee commitment and performance.

Originality/value

This study provides overall support for the theory of cooperation and competition and the theory of LMX. Although developed in the West, they have been found useful for predicating behavior in Chinese contexts regarding cross‐cultural leadership.

Details

Leadership & Organization Development Journal, vol. 29 no. 2
Type: Research Article
ISSN: 0143-7739

Keywords

Book part
Publication date: 12 June 2020

Marlin Marissa Malek Abdul Malek and Hassan Abu Bakar

This chapter examines how leader–member dyadic communication in the Malaysian workplace operates at the leader–member dyadic level in the context of cultural norms. We propose a…

Abstract

This chapter examines how leader–member dyadic communication in the Malaysian workplace operates at the leader–member dyadic level in the context of cultural norms. We propose a model of leader–member dyadic communication based on the cultural norms of budi bicara, which in turn influences the perception of workplace mentoring in Malaysia. The model is tested by using hierarchical multiple regression with data obtained from a sample of 510 employees in three Malaysian organizations. Results show that leader–member dyadic communication in the workplace is linked with the career mentoring perceptions. These findings partially validate our proposed model and provide empirical support for the central roles of communication exchange processes in mentoring.

Details

Mentorship-driven Talent Management
Type: Book
ISBN: 978-1-78973-691-5

Keywords

Article
Publication date: 26 July 2018

Hassan Abu Bakar and Leah M. Omilion-Hodges

Although the importance of group leader and group member dyadic relationships has been increasingly emphasized, only few studies have focused on the dyadic level analysis of…

Abstract

Purpose

Although the importance of group leader and group member dyadic relationships has been increasingly emphasized, only few studies have focused on the dyadic level analysis of leader–member relationships. By integrating theories of relational leadership and relational dyadic communication among workgroups, the purpose of this paper is to propose a theoretical model that links relative leader–member exchange quality (RLMX) and relative leader–member conversation quality (RLMCQ) to group performance, as mediated by group cooperation.

Design/methodology/approach

The model was tested in a field study with multiple sources, including 232 leader–member dyads and 407 workgroup peer dyads among 70 intact workgroups. Data were collected on-site during paid working hours from four training sessions. Group members were surveyed four times (Time 1, Time 2 and Time 3) and group leaders were surveyed once (Time 4) to minimize common method bias. The hierarchical linear modeling and polynomial regression approach were used to determine the mediating effects of the group cooperation.

Findings

In this study, the authors found support for indirect effects of relative RLMX and RLMCQ on group performance through the mediating role of group cooperation.

Research limitations/implications

The cross-sectional design of the current study is to be interpreted with caution, concerning any conclusions about the causal ordering of the variables in the model.

Practical implications

In organizational situations with group leaders and group members already in high-quality relationships and conversation, management should endeavor to facilitate opportunities for cooperation among group members and a means to also enhance team–member exchange.

Originality/value

By introducing LMCQ and group member cooperative behavior in workgroups, this study actively respond to the scholars’ warnings that ignoring the workgroup context may hamper the progress in understanding the factors that will inhibit or enhance workgroup behavior.

Details

Corporate Communications: An International Journal, vol. 23 no. 4
Type: Research Article
ISSN: 1356-3289

Keywords

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