Journal articles on the topic 'Leader-subordinate relationships'
To see the other types of publications on this topic, follow the link: Leader-subordinate relationships.
Create a spot-on reference in APA, MLA, Chicago, Harvard, and other styles
Consult the top 50 journal articles for your research on the topic 'Leader-subordinate relationships.'
Next to every source in the list of references, there is an 'Add to bibliography' button. Press on it, and we will generate automatically the bibliographic reference to the chosen work in the citation style you need: APA, MLA, Harvard, Chicago, Vancouver, etc.
You can also download the full text of the academic publication as pdf and read online its abstract whenever available in the metadata.
Browse journal articles on a wide variety of disciplines and organise your bibliography correctly.
1
Li, Lan, Xingshan Zheng, Siwei Sun, and Ismael Diaz. "Does subordinate moqi affect leadership empowerment?" Leadership & Organization Development Journal 41, no. 8 (August 25, 2020): 1015–34. http://dx.doi.org/10.1108/lodj-08-2019-0351.
Full textAbstract:
PurposeThe present study aims to ascertain the relationships between subordinate moqi and leader behaviors, by primarily discussing how and when subordinate moqi is associated with leadership empowerment.Design/methodology/approachA self-report study was conducted by recruiting 334 employees from 13 firms. All concepts were rated on a seven-point Likert-type response scale. Linear regression analysis (conducted in MPLUS 7) was conducted to verify the hypotheses.FindingsFirst, subordinate moqi showed positive association with empowerment. Second, trust-in-supervisor mediated the relationships between subordinate moqi and empowerment. Third, subordinates' power distance orientation (PDO) could moderate the subordinate moqi – leader empowerment relationship. When subordinates reported higher PDO, the relationships between subordinate moqi and empowerment were more robust; likewise, subordinate moqi would have more significantly indirectly impacted empowerment via trust-in-supervisor.Originality/valueThough researchers have discussed the impacts of subordinate moqi on subordinates' outcomes, the impact of subordinate moqi on supervisors' attitudes or behaviors remains unclear. The relationships between subordinate moqi and supervisor empowerment behaviors are empirically ascertained by emphasizing the leader-subordinate dyadic process. The findings here suggested that subordinate moqi boosted subordinates' trust-in-supervisor, and moqi would also predict the behaviors of leader empowerment. This study extended the PDO literature by identifying the moderating role of PDO in the subordinate moqi – leader empowerment behavior relationship.
2
Glasø, Lars, and Ståle Einarsen. "Experienced affects in leader–subordinate relationships." Scandinavian Journal of Management 22, no. 1 (March 2006): 49–73. http://dx.doi.org/10.1016/j.scaman.2005.09.003.
Full text
3
Chun, Jae Uk, Dongseop Lee, and John J. Sosik. "Leader negative feedback-seeking and leader effectiveness in leader-subordinate relationships: The paradoxical role of subordinate expertise." Leadership Quarterly 29, no. 4 (August 2018): 501–12. http://dx.doi.org/10.1016/j.leaqua.2017.11.001.
Full text
4
Peng, Jian, Xiao Chen, Qi Nie, and Zhen Wang. "Proactive personality congruence and creativity: a leader identification perspective." Journal of Managerial Psychology 35, no. 7/8 (September 14, 2020): 543–58. http://dx.doi.org/10.1108/jmp-10-2018-0444.
Full textAbstract:
PurposeDrawing upon the social identity approach, this research examines whether and how leader–subordinate congruence at high levels of proactive personality facilitates subordinate creativity.Design/methodology/approachTwo different data sets (Study 1: N = 205; Study 2: N = 222) were collected from leader–subordinate dyads in China to provide stronger empirical evidence regarding our hypotheses. Polynomial regression and response surface analyses were used to test our predictions.FindingsSubordinate creativity in the scenario in which the leader and subordinate shared a highly proactive personality (i.e. high–high congruence) was higher than that in the incongruence or low–low congruence scenario. The subordinate's identification with the leader mediated the above relationships such that the indirect relationship between leader–subordinate proactive personality and subordinate creativity via identification with the leader was maximized in the high–high congruence scenario.Practical implicationsThe findings suggest that organizations should consider selecting both highly proactive leaders and highly proactive subordinates to facilitate the subordinates' identification and subsequent creativity.Originality/valueThis research highlights the crucial role of leader–subordinate congruence in strong proactive personality for the promotion of creativity and reveals that identification with the leader accounts for the above relationship.
5
Rahman, Syahrir, and Nomahaza Mahadi. "A CONCEPTUAL PAPER ON THE INFLUENCE OF MUTUAL RESPECT ON LEADER-SUBORDINATE RELATIONSHIP IN THE MALAYSIAN PUBLIC SERVICES." Journal of Science, Technology and Innovation Policy 7, no. 2 (December 29, 2021): 39–46. http://dx.doi.org/10.11113/jostip.v7n2.89.
Full textAbstract:
Respect has a crucial role in a dyadic relationship, especially between leader and subordinate, because of the reciprocal costs in the relationship when respect is gained or earned. Leaders can be respected because of their position or fair treatment given to their subordinates. Respect has been featured in the leadership literature; however, few touches on the perspective of mutuality in respect, especially in a dyadic leader-subordinate relationship. The impact of the leader-subordinate relationship is significant in the Malaysian public services, as the scheme of grades determines the employees’ hierarchy. The Malaysian public services organizations' issues often arise from employees’ behavior and working relationships that affect their delivery. A high exchange of the dyadic leader and subordinate relationship correlated with desirable outcomes such as positive performance and attitudinal outcomes. One of the significant elements of the subordinates’ response is the attitude of respect towards the leader. Hence, this paper aimed to investigate the influence of mutual respect on the leader-subordinate working relationship in the public services that has implications for performance and service delivery.
6
Glaso, Lars, Katrine Ekerholt, Sunniva Barman, and Stale Einarsen. "The instrumentality of emotion in leader-subordinate relationships." International Journal of Work Organisation and Emotion 1, no. 3 (2006): 255. http://dx.doi.org/10.1504/ijwoe.2006.010791.
Full text
7
Williams, Ethlyn, Juanita M. Woods, Attila Hertelendy, and Kathryn Kloepfer. "Supervisory influence." Journal of Organizational Change Management 32, no. 3 (May 13, 2019): 320–39. http://dx.doi.org/10.1108/jocm-10-2017-0373.
Full textAbstract:
Purpose The purpose of this paper is to examine the development of leader potential in an extreme context – it develops and tests a model that describes how subordinate perceptions of individual-focused transformational leadership, subordinate trust in the leader and subordinate identification with the team influence supervisory evaluations of subordinate crisis leader potential. Design/methodology/approach Surveys were administered to emergency services personnel and their supervisors working in a large fire rescue organization in the Southeastern USA. Survey responses were analyzed using hierarchical regression. Findings Results support the theoretical model – subordinates reporting high levels of trust in their transformational leader were evaluated by their supervisors as having stronger potential to become crisis leaders. Lower levels of subordinate identification with the team strengthened the transformational leadership to trust association and the indirect effect of perceived transformational leadership on supervisory evaluations of subordinate crisis leader potential (through subordinate trust in the leader). Practical implications Supervisors who are viewed as transformational and fostering trusting relationships by subordinates are more likely to evaluate subordinates as having the potential to lead in crisis situations. In an extreme context within an organization facing change, subordinates who identify less with their team might build a more trusting relationship with a leader who is perceived as demonstrating transformational behaviors. Social implications Subordinate focus on the leader appears to enhance supervisory evaluations of subordinate potential (for leader development) in the study. Individual-level rewards for employees that involve competition might counter efforts toward shared mental models and remain the greatest challenge in the public emergency services setting. Originality/value Evaluating leader development, in terms of crisis leader potential, in an extreme context using a process model – to understand the interplay of individual-focused transformational leadership and trust given the moderating effect of team identification – is a key strength of the current study.
8
Du, Bin, Bin He, Luxiaohe Zhang, Nan Luo, Xuan Yu, and Ai Wang. "From Subordinate Moqi to Work Engagement: The Role of Leader–Member Exchange in the Sustainability Context." Sustainability 15, no. 1 (December 22, 2022): 170. http://dx.doi.org/10.3390/su15010170.
Full textAbstract:
In search of sustainable strategies to improve employees’ work engagement without harming their long-term performance in the VUCA era, this study examines the impact path of subordinate moqi on employees’ work engagement based on leader–member exchange theory and organizational support theory. A total of 322 R&D staff from high-tech enterprises in Shanghai, Beijing, Shenzhen, and other cities participated in the study. The data analysis reveals that the leader–member exchange partially mediates between subordinate moqi and work engagement. Moreover, both supervisor’s organizational embodiment and perceived organizational support can positively moderate the impact of subordinate moqi on leader–member exchange. The empirical results enrich the intermediary mechanism between subordinate moqi and work engagement. Employees with subordinate moqi have better chances of meeting their supervisors’ implicit expectations, leading to a higher relationship quality with followers and increasing enthusiasm for work. The current study clarifies the theoretical and practical significance of subordinate moqi in establishing high-quality work relationships and sustainable development of organizations’ human resources.
9
Chiaburu, Dan S., Troy A. Smith, Jiexin Wang, and Ryan D. Zimmerman. "Relative Importance of Leader Influences for Subordinates’ Proactive Behaviors, Prosocial Behaviors, and Task Performance." Journal of Personnel Psychology 13, no. 2 (January 2014): 70–86. http://dx.doi.org/10.1027/1866-5888/a000105.
Full textAbstract:
We meta-analytically examine the relationships between three forms of leader influence, contingent reward (transactional), leader-member exchange (LMX; relational), and transformational (change-oriented) on subordinates’ proactive behaviors. Using non-self-reported data from a combined sample of more than 9,000 employees, we confirm positive relationships between leader influences and employee proactive outcomes. We examine the extent to which one leadership influence is stronger than the others in promoting subordinate proactivity. By combining our new meta-analytic data with existing meta-analytic correlations, we further investigate the extent to which various leadership predictors are differentially related to proactive and prosocial contextual performance, and to task performance. For all outcomes, there are only minimal differences between the contingent reward, LMX, and transformational leadership predictors. Using our results, we propose future research directions for the relationship between leader influences and subordinate work effectiveness.
10
Anggraeny, Petty Dita, Zainul Kisman, and Kabul Wahyu Utomo. "The relationship of the leader member exchange mediated by the perception of romantic relationships at workplace." International Journal of Research in Business and Social Science (2147- 4478) 11, no. 9 (December 25, 2022): 107–17. http://dx.doi.org/10.20525/ijrbs.v11i9.2212.
Full textAbstract:
This study aims to examine the relationship between Leader-Member Exchange (quality of the direct leader-subordinate relationship) with Motivation and Commitment mediated by the Perception of Romance in the workplace. This analysis uses the dependent variable (commitment and motivation) and the independent variable (LMX (quality of direct superior-subordinate relationship) and perceptions of romantic relationships at work). The sampling method used in this study used a purposive sample distributed to all employees in the South Jakarta Area, with an unknown population and SEM sampling with the gameshow formula with a sample size of 100 respondents. The data analysis method in this study used Partial Least Square (PLS), with Smart PLS running on computer media. The results of this study show that all variables are valid and reliable. Thus, the superior-subordinate relationship also positively impacts the perception of romantic relationships in the workplace. Interestingly, LMX towards commitment and motivation mediated by perception of romantic relationship has a positive impact but is not significant. Therefore, this study suggests that the company arrange a clause or policy regarding the relationship between employees.
11
Guo, Yue, and Bin Ling. "Effects of Leader Motivating Language on Employee Task and Contextual Performance: The Mediating Role of Feedback Quality." Psychological Reports 123, no. 6 (July 23, 2019): 2501–18. http://dx.doi.org/10.1177/0033294119862989.
Full textAbstract:
This research examined the relationships between leader motivating language and employee task and contextual performance using the psychological mechanism of feedback quality. We obtained a sample of 237 supervisor–subordinate dyads. Our research findings showed that feedback quality had a positive mediating role in the relationship between leader motivating language and contextual performance. The relationship between leader motivating language and task performance was statistically significant; however, feedback quality had little effect in mediating the direct relationship between leader motivating language and task performance.
12
Colella, A., and A. Varma. "THE IMPACT OF SUBORDINATE DISABILITY ON LEADER-MEMBER EXCHANGE RELATIONSHIPS." Academy of Management Journal 44, no. 2 (April 1, 2001): 304–15. http://dx.doi.org/10.2307/3069457.
Full text
13
Colella, Adrienne, and Arup Varma. "The Impact of Subordinate Disability on Leader-Member Exchange Relationships." Academy of Management Journal 44, no. 2 (April 2001): 304–15. http://dx.doi.org/10.5465/3069457.
Full text
14
Yoon, David J., and Joyce E. Bono. "Hierarchical power and personality in leader-member exchange." Journal of Managerial Psychology 31, no. 7 (September 12, 2016): 1198–213. http://dx.doi.org/10.1108/jmp-03-2015-0078.
Full textAbstract:
Purpose The purpose of this paper is to examine the role of supervisor and subordinate personality in high quality supervisor-subordinate (leader-member exchange; LMX) relationships. Design/methodology/approach In this field study, 142 supervisors drawn from a leadership development program, and 509 of their subordinates, completed a personality survey and reported on the quality of their relationships. Findings Self and partner personality (agreeableness and extraversion), and the match between them were predictors of LMX. Consistent with approach/inhibition theory of power, personality traits of relationship partners had a stronger effect when the partner held a position of power (i.e. supervisors) than when the partner was a subordinate. Practical implications The results inform organizational selection by showing the importance of supervisory traits for the formation of high quality supervisor-subordinate relationships. They may also help organizations facilitate the development of high quality supervisory relationships. The findings also suggest that it is critical to consider the balance of power when assessing LMX, along with factors that lead to its development, or benefits that ensue from it. Originality/value To date, there is an assumption that certain traits predict the development of high quality relationships between supervisors and subordinates. The results point out the importance of considering the role of power in LMX relationships. The paper shows that the effects of supervisory traits, which are rarely examined in the context of LMX relationships, more strongly predict LMX than do the traits of subordinates.
15
Emirza, Sevgi, and Alev Katrinli. "The relationship between leader construal level and leader-member exchange relationship." Leadership & Organization Development Journal 40, no. 8 (November 4, 2019): 845–59. http://dx.doi.org/10.1108/lodj-02-2019-0084.
Full textAbstract:
Purpose The purpose of this paper is to investigate the effect of leader’s construal level, which is the tendency of the leader to construe things abstractly or concretely, on leader-member exchange (LMX) quality and the moderating role of relational demography, which is the comparative similarity between supervisor and subordinate in demographic characteristics. The authors hypothesize a positive relationship between leader construal level and the quality of relationship, such that, as the leader’s construal level increases and becomes more abstract, the quality of relationship improves. Furthermore, demographic similarity is expected to moderate the relationship between leader construal level and LMX quality. Design/methodology/approach Data were collected from 159 employees with an online questionnaire. Hierarchical regression analysis was used for hypothesis testing. Findings Results show that the leader’s construal level is positively associated with LMX quality. Moreover, demographic similarity moderates this relationship such that when subordinate and supervisor have similar demographic characteristics, the effect of leader construal level on LMX is higher. Originality/value This study addresses the call for further research on leader-related antecedents of LMX by showing that leader construal level predicts relationship quality. This study also enhances our understanding of how to leverage the construal level in leadership research. Moreover, this study provides a deeper and more integrated understanding regarding the development of LMX relationships by delineating the interactive effect of leader-related features and relational demography.
16
Lemoine, G. James, and Terry C. Blum. "The Power of Followership: How Subordinate Characteristics Moderate Leader-Performance Relationships." Academy of Management Proceedings 2013, no. 1 (January 2013): 17050. http://dx.doi.org/10.5465/ambpp.2013.17050abstract.
Full text
17
Wang, Bin, Jing Qian, Ruili Ou, Chuying Huang, Bei Xu, and Yinan Xia. "Transformational Leadership and Employees' Feedback Seeking: The Mediating Role of Trust In Leader." Social Behavior and Personality: an international journal 44, no. 7 (August 18, 2016): 1201–8. http://dx.doi.org/10.2224/sbp.2016.44.7.1201.
Full textAbstract:
Drawing on social exchange theory, we examined the role of transformational leadership in promoting employees' feedback seeking within the dynamics of leader–follower relationships. We used data from a survey of 205 supervisor–subordinate dyads in a high-technology communications company in China. Results showed that transformational leadership was positively related to employees' feedback seeking. In addition, trust in leader mediated this relationship. Theoretical and practical implications for leadership are discussed.
18
Wang, Zhou, Lei Shi, and Liyin Wang. "Does leader mindfulness influence voice behavior? Leader–member exchange as a mediator." Social Behavior and Personality: an international journal 49, no. 8 (August 4, 2021): 1–8. http://dx.doi.org/10.2224/sbp.10716.
Full textAbstract:
In this study we identified leader mindfulness as a characteristic relevant to facilitating employee voice behavior, and examined leader–member exchange (LMX) as a mediator of this relationship. Via a field study of supervisor–subordinate dyads (197 subordinates and 62 supervisors) in a large retailing company in East China, we revealed a partial mediation model in which leader mindfulness was positively related to employee voice behavior both directly and indirectly through LMX. Our findings suggest that attention should be paid to mindfulness in organizations, and leaders should aim to develop highquality LMX relationships with their subordinates.
19
Thompson, Bryant, and Travis J. Simkins. "Self-oriented forgiveness and other-oriented forgiveness: Shaping high-quality exchange relationships." Journal of Management & Organization 23, no. 5 (August 8, 2016): 741–65. http://dx.doi.org/10.1017/jmo.2016.18.
Full textAbstract:
AbstractWe examine the effects of two distinct forgiveness motives, self-oriented and other-oriented, on relationship quality within supervisor–subordinate relationships. We provide empirical evidence that both forgiveness motives are positively associated with leader–member exchange and differentially associated with interpersonal citizenship behavior and suggest that previous forgiveness research may be incomplete. We demonstrate that high-quality leader–member relationships and interpersonal citizenship behavior can be enhanced by self-oriented forgiveness motive and other-oriented forgiveness motive. We further show that the association between forgiveness motive and leader–member exchange can be strengthened by one’s disposition, such that proactive personality strengthens the influence of self-oriented forgiveness motive on leader–member exchange and empathic concern strengthens the influence of other-oriented forgiveness motive on leader–member exchange. This manuscript aims to empirically examine two key pathways to forgiveness: one driven by self-orientation and the other driven by other-orientation.
20
Buch, Robert, Bård Kuvaas, Anders Dysvik, and Birgit Schyns. "If and when social and economic leader-member exchange relationships predict follower work effort." Leadership & Organization Development Journal 35, no. 8 (October 28, 2014): 725–39. http://dx.doi.org/10.1108/lodj-09-2012-0121.
Full textAbstract:
Purpose – The purpose of this paper is to conceptualize social leader-member exchange (SLMX) and economic leader-member exchange (ELMX) as two separate dimensions of leader-member exchange, and examines how intrinsic work motivation moderates their relationship with follower work effort. Design/methodology/approach – Data were obtained from 352 employee-leader dyads from the public health sector in Norway (response rate=61.9 percent). Hierarchical linear modeling was used to test the relationship between subordinate rated SLMX and ELMX relationships and leader ratings of work effort. Findings – This study replicates prior research showing that SLMX is positively related and ELMX negatively related to followers’ work effort. A significant interaction between SLMX and intrinsic motivation is also revealed, suggesting that SLMX relationships are important with respect to work effort for followers who exhibit lower levels of intrinsic work motivation. Research limitations/implications – The data were cross-sectional, thus prohibiting causal inferences. Practical implications – SLMX relationships may be particularly important for the work effort of followers low in intrinsic motivation. Leaders may draw on this finding and seek to aid the development of the relationship by means of relationship-oriented behaviors. Originality/value – Given the importance of maximizing the performance of all the followers, a better understanding of the conditions under which SLMX and ELMX relationships relate to work effort is particularly important. The present study advances knowledge on SLMX and ELMX relationships by demonstrating how intrinsic motivation moderates how SLMX and ELMX relationships relate to follower work effort.
21
Hinkin, Timothy R., and Chester A. Schriesheim. "An Examination of Subordinate-Perceived Relationships Between Leader Reward and Punishment Behavior and Leader Bases of Power." Human Relations 47, no. 7 (July 1994): 779–800. http://dx.doi.org/10.1177/001872679404700702.
Full text
22
Yukl, Gary, Rubina Mahsud, Gregory Prussia, and Shahidul Hassan. "Effectiveness of broad and specific leadership behaviors." Personnel Review 48, no. 3 (April 1, 2019): 774–83. http://dx.doi.org/10.1108/pr-03-2018-0100.
Full textAbstract:
Purpose The purpose of this paper is to determine how task-oriented, relations-oriented and change-oriented leader behaviors are related to managerial effectiveness and subordinate job satisfaction, to identify incorrect findings in a recent meta-analysis of these relationships and to verify that leader problem solving is an important task-oriented behavior. Design/methodology/approach In total, 235 employees were surveyed to measure 11 specific behaviors used by their leader, and again two weeks later to measure the two outcome variables. Multiple regression analysis was used to assess how the leader behaviors are related to each outcome. Findings Task-oriented, relations-oriented and change-oriented behaviors were all related significantly to managerial effectiveness, but only relations-oriented behavior was related significantly to subordinate job satisfaction. Problem solving was the task-oriented behavior with the strongest relationship to managerial effectiveness. Recognizing was the least important relations-oriented behavior for job satisfaction. Research limitations/implications Limitations included a convenience sample, common source data and possible effects of unmeasured situational variables. Ways to avoid these limitations in future research are suggested. Practical implications The findings can be used to improve leadership training and development for most managers. Originality/value The results support the idea that examining specific leader behaviors in addition to broad meta-categories can improve leadership theory, research and training.
23
Chun, Jae Uk, Byoung Kwon Choi, and Hyoung Koo Moon. "Subordinates’ feedback-seeking behavior in supervisory relationships: A moderated mediation model of supervisor, subordinate, and dyadic characteristics." Journal of Management & Organization 20, no. 4 (July 2014): 463–84. http://dx.doi.org/10.1017/jmo.2014.39.
Full textAbstract:
AbstractThis study examines the mediating role of subordinates’ perceived cost of feedback-seeking, which operates contingently upon their self-monitoring and the credibility of leader as a feedback source in the relationship between leader-member exchange (LMX) quality and subordinates’ feedback-seeking behavior. The authors tested this moderated mediation model using reports from 217 subordinates employed in five large banking institutions in Korea. Results showed that the relationship between LMX quality and subordinates’ feedback-seeking behavior was mediated via the perceived cost of feedback-seeking only for subordinates with low self-monitoring and when leader credibility was low. This conditional indirect effect provides an integrated understanding of how supervisor, subordinate, and dyadic characteristics influence subordinates’ decision of whether to seek performance feedback.
24
Hackney, Kaylee J., Liam P. Maher, Shanna R. Daniels, Wayne A. Hochwarter, and Gerald R. Ferris. "Performance, Stress, and Attitudinal Outcomes of Perceptions of Others’ Entitlement Behavior: Supervisor–Subordinate Work Relationship Quality as Moderator in Two Samples." Group & Organization Management 43, no. 1 (March 21, 2017): 101–37. http://dx.doi.org/10.1177/1059601117696676.
Full textAbstract:
Supervisor–subordinate work relationships are based on a series of potentially fluctuating resource allocation episodes. Building on this reality, we hypothesized in the present research that supervisor–subordinate work relationship quality will neutralize the negative attitudinal and behavioral strain effects associated with perceptions of others’ entitlement behavior. We draw upon the transactional theory of stress, and the social exchange and support features of leader–member exchange theory, to explain our expected neutralizing effects on job tension, job satisfaction, and contextual performance/citizenship behavior. Results supported study hypotheses in Sample 1. Findings were replicated in Sample 2 and extended by also demonstrating the interaction effect on task performance. Contributions to theory and research, strengths and limitations, directions for future work, and practical implications are discussed.
25
Joiner, Therese Anne, and Lynne Leveson. "Effective delegation among Hong Kong Chinese male managers: the mediating effects of LMX." Leadership & Organization Development Journal 36, no. 6 (August 3, 2015): 728–43. http://dx.doi.org/10.1108/lodj-11-2013-0149.
Full textAbstract:
Purpose – With the continued expansion of Western organisations and their leadership personnel and practices across national boundaries there is a need for continued critical examination of assumptions about the transferability of these practices into other cultural settings. The purpose of this paper is to focus on one such practice, delegation, and explores its relationship to leader-member exchange (LMX) relationships and work outcomes in a non-Western organisation. Design/methodology/approach – Participants (186) were Chinese subordinate managers in a large transport company in Hong Kong. Data were collected via questionnaire and analysed using a path-analytic model. Findings – The data supported a direct and indirect path between delegation and job satisfaction and an indirect path only between delegation and job performance where LMX was the mediating variable. The results highlight the importance of LMX in the delegation-work outcomes relationship. Research limitations/implications – The limitations of using a single site for investigation, cross-sectional data and common method bias are discussed in relation to suggestions for future research. Practical implications – For the company in question, quality LMX relationships are seen as key for improving delegation-work outcome relationships particularly in terms of the potential to “soften” the autonomy requirements of the delegation process for Chinese subordinate managers. Originality/value – This research adds new knowledge to the literature about the conditions under which delegation may be effective in improving subordinate job satisfaction and performance through the agency of enhanced LMX relationships in a Chinese work context.
26
Farahnak, Lauren R., Mark G. Ehrhart, Elisa M. Torres, and Gregory A. Aarons. "The Influence of Transformational Leadership and Leader Attitudes on Subordinate Attitudes and Implementation Success." Journal of Leadership & Organizational Studies 27, no. 1 (January 18, 2019): 98–111. http://dx.doi.org/10.1177/1548051818824529.
Full textAbstract:
Recent literature has focused on identifying factors that facilitate or impede the implementation of innovation in organizations. Attitudes toward change and transformational leadership are regarded as important determinants of implementation success. This study tested a multilevel model of transformational leadership and leaders’ attitudes toward the innovation being implemented as predictors of staff attitudes and implementation success. Participants were 565 service providers ( n = 478) and their supervisors ( n = 87) working in mental health organizations currently implementing an evidence-based practice (EBP). Results provided support for positive relationships between transformational leadership and staff attitudes toward EBP, as well as staff attitudes toward EBP and implementation success. Moreover, results supported an indirect relationship between transformational leadership and implementation success through employees’ attitudes toward EBP. The results suggest that the leader’s behaviors are likely more critical to innovation implementation than the leader’s attitudes.
27
Ionescu, Anata-Flavia, and Dragos Iliescu. "LMX, organizational justice and performance: curvilinear relationships." Journal of Managerial Psychology 36, no. 2 (February 26, 2021): 197–211. http://dx.doi.org/10.1108/jmp-03-2020-0154.
Full textAbstract:
PurposeOrganizational research has long been dominated by the assumption that relationships between variables are linear, which can be overly simplistic or even misleading. This study proposes and tests a model in which subordinate organizational justice perceptions influence the linearity of the relationship between leader–member exchange (LMX) and subordinate task performance.Design/methodology/approachA time-lagged anonymous survey study was conducted in Romania on a sample consisting of 274 subordinates nested under 42 leaders from a wide range of work settings. Supervisors rated the performance of their direct reports, while subordinates rated LMX and justice perceptions.FindingsHierarchical linear modeling results revealed that the associations of LMX and LMX affect with task performance were best described by an inverted U shape when perceptions of supervisory interpersonal justice were high. Relationship strength was also affected. No such moderating effects were confirmed for other types of justice. We also found an unmoderated nonlinear effect of LMX-professional respect on task performance.Practical implicationsResults suggest that for supervisors who are perceived as fair in terms of interpersonal justice, a moderate level of LMX (especially LMX affect), slightly above the mean, maximizes subordinate task performance, while high LMX is preferable otherwise. Similarly, a moderate level of LMX professional respect seems optimal for performance.Originality/valueThe present paper challenges the linearity assumption for the established LMX–performance association, demonstrating that both the linearity and strength of the association may be influenced by justice. Second, results suggest that the too-much-of-a-good-thing effect may be the result of additive effects. Third, differential effects of LMX and justice dimensions are revealed.
28
Segrest, Sharon L., Martha C. Andrews, Scott W. Geiger, Dan Marlin, Patricia G. Martinez, Pamela L. Perrewé, and Gerald R. Ferris. "Leapfrogging at work: influencing higher levels in the chain of command." Personnel Review 49, no. 8 (March 2, 2020): 1769–86. http://dx.doi.org/10.1108/pr-07-2019-0382.
Full textAbstract:
PurposeActs of interpersonal influence are observed throughout organizations, and most typically, in direct supervisor–subordinate relationships. However, researchers have focused less on subordinates bypassing the chain of command and targeting their supervisor's supervisor with influence attempts. We conceptualize a new term, “leapfrogging,” as subordinates' attempts to influence and manage the impressions of their supervisor's supervisor. Here we focus on influencing the target's perception of likability (the focus of ingratiation) and competence (the focus of self-promotion). This study focuses on its personal and situational antecedents.Design/methodology/approachGiven the central role of social exchange and psychological processes within this phenomenon, we build on a social exchange and a social cognition approach. Using a sample of 131 university support personnel service employees, hierarchical regression is used to test the hypotheses.FindingsThe following antecedents of leapfrogging are hypothesized and tested: the subordinate personal characteristics of Machiavellianism, need for achievement, and fear of negative evaluation, and the situational/relational characteristic of leader–member exchange (LMX). Of these potential antecedents, subordinate Machiavellianism and LMX were the strongest predictors, and subordinates' need for achievement and fear of negative evaluation were moderate predictors.Practical implicationsLeapfrogging occurs when actors are frustrated with their current situation and desire change. However, influence tactics aimed at a subordinate's supervisor's supervisor may further strain a low-quality leader–subordinate relationship. As actors become increasingly dissatisfied and leave, this may result in increased organizational costs related to the loss of experienced employees and the hiring and training of new ones.Originality/valueMost upward influence research has largely ignored subordinate influence attempts that go outside of the normal chain of command and target their boss's boss. The present study addresses this gap in the literature by examining leapfrog behaviors. Although acknowledged in a limited manner as a legitimate organizational behavior, this topic has received virtually no empirical attention.
29
Cheng, Shih Yu (Cheryl). "Leader-member exchange and the transfer of knowledge from Taiwanese managers to their Chinese subordinates." Leadership & Organization Development Journal 38, no. 6 (August 7, 2017): 868–82. http://dx.doi.org/10.1108/lodj-09-2015-0210.
Full textAbstract:
Purpose The purpose of this paper is to investigate the relationships among leader-member exchange (LMX) quality, social interaction, and the effectiveness of knowledge transfer. Design/methodology/approach This study used a paired questionnaire to collect 209 valid sets of paired data, consisting of responses from 37 Taiwanese supervisors and their 209 Chinese subordinates at 35 Taiwanese manufacturing firms located in Mainland China. The proposed hypotheses were tested with the application of a two-step approach of PLS-SEM analysis. Findings The results of this study showed that LMX quality and social interaction are positively associated with effective knowledge transfer, and most importantly, it found that social interaction between Taiwanese managers and their subordinates has a full mediating effect on this relationship. Research limitations/implications The data were collected from a dyad supervisor-subordinate relationship; thus, future research is encouraged to collect data from peer co-worker relationships. The findings, however, suggested that organizations should provide a supportive environment where a good supervisor-subordinate relationship can be created for the enhancement of knowledge transfer. Practical implications The study suggested that managers should work to develop high-quality LMX relationships with their subordinates, as this can enhance social interaction among employees and facilitate more effective knowledge transfer. Originality/value The paper applied a four-level training evaluation model to assess the effectiveness of knowledge transfer which has never been done before, and found that both LMX quality and social interaction affect how well individuals can acquire knowledge.
30
Downey, H. Kirk, John E. Sheridan, and John W. Slocum. "Analysis of Relationships among Leader Behavior, Subordinate Job Performance and Satisfaction: A Path-Goal Approach." IEEE Engineering Management Review 14, no. 2 (June 1986): 11–18. http://dx.doi.org/10.1109/emr.1986.4306198.
Full text
31
Farr-Wharton, Rod, Yvonne Brunetto, and Kate Shacklock. "Professionals' supervisor–subordinate relationships, autonomy and commitment in Australia: a leader–member exchange theory perspective." International Journal of Human Resource Management 22, no. 17 (October 2011): 3496–512. http://dx.doi.org/10.1080/09585192.2011.599681.
Full text
32
Maslyn, John M., Birgit Schyns, and Steven M. Farmer. "Attachment style and leader-member exchange." Leadership & Organization Development Journal 38, no. 3 (May 2, 2017): 450–62. http://dx.doi.org/10.1108/lodj-01-2016-0023.
Full textAbstract:
Purpose The purpose of this paper is to examine psychological attachment styles (secure, anxious, and avoidant) as antecedents to leader-member exchange (LMX) quality both directly and through their impact on employees’ efforts to build high quality LMX relationships. Employees with secure attachment styles are proposed to be successful at building high quality LMX relationships while employees with anxious and avoidant styles are proposed to display the opposite effect. Design/methodology/approach Data were collected through a survey of 213 employees nested in 37 work groups. Hypotheses were tested using multilevel modeling within MPlus. Findings Results indicated that secure and anxious attachment styles were associated with LMX only by impacting the exertion of effort specifically aimed at relationship development with the manager. Alternatively, the avoidant style was directly and negatively linked to LMX but not associated with effort undertaken to build a high quality relationship. Practical implications The effects of attachment style on effort to develop high quality LMX relationships reveal that subordinate attachment style may impact those subordinates’ ability and interest in developing positive LMX relationships. Therefore, managers may need to purposively deviate from typical LMX development processes in order to create a more conducive environment for developing high quality relationships with subordinates of differing attachment styles. Originality/value This study is one of the first to examine the mediating impact of effort to build high quality LMX relationships given personal propensities (attachment style) to form relationships in the workplace.
33
Doherty, Alison J., and Karen E. Danylchuk. "Transformational and Transactional Leadership in Interuniversity Athletics Management." Journal of Sport Management 10, no. 3 (July 1996): 292–309. http://dx.doi.org/10.1123/jsm.10.3.292.
Full textAbstract:
This study examined the leader behavior of interuniversity athletic administrators according to Bass's (1985) transformational/transactional leadership model. The impact of that behavior on subordinates’ satisfaction with leadership, perceived leader effectiveness, departmental commitment, and extra effort was also examined. A sample of head coaches from Ontario universities (N= 114) completed the Multifactor Leadership Questionnaire (MLQ) Form 5X (Bass & Avolio, 1991) with regard to their athletic administrators. The resultant profile was one of predominantly transformational as opposed to transactional or nonleadership behavior. Furthermore, leader-centered behavior (idealized influence, attributed charisma) was used more often than subordinate-centered behavior (individualized consideration, intellectual stimulation). Coaches' satisfaction with leadership, perceived leader effectiveness, and extra effort were positively and strongly associated with transformational leadership and contingent reward behavior, whereas negative relationships were observed for management-by-exception (passive) and nonleadership behaviors. Leader behavior was not associated with the coaches' commitment to the athletic department.
34
Stewart, Jodie Louise, and Karl Kilian Konrad Wiener. "Does supervisor gender moderate the mediation of job embeddedness between LMX and job satisfaction?" Gender in Management: An International Journal 36, no. 4 (May 5, 2021): 536–52. http://dx.doi.org/10.1108/gm-07-2019-0137.
Full textAbstract:
Purpose This paper aims to examine the quality of the relationship between a supervisor and their subordinate, conceptualised as leader member exchange (LMX), and the mediating influence of subordinate’s job embeddedness on job satisfaction. The LMX model considered the four-gender dominant leadership style facets, female – affect and loyalty (communal), and male – contribution and professional respect (agentic). Social role theory was applied to explain societies influence on leadership style. The moderating influence of supervisor gender on the relationship of LMX facets and subordinate embeddedness is investigated. Design/methodology/approach This cross-sectional survey study of 213 self-selected employed participants investigated the mediation of job embeddedness LMX and job embeddedness and the moderation impact of supervisor gender on this mediation. Findings Job embeddedness mediated the relationship between all four facets of LMX and job satisfaction. Supervisor gender did not moderate the relationships of the four LMX facets and job embeddedness. These findings highlight the potential impact of a homogeniuos sample in relation to industry type and culture as this may impact on the findings. That is, participants in this study were predominantly females working in female dominant industries. Originality/value This study builds on the work of Collins et al. (2014) who examined the moderating impact of subordinate gender on the mediating relationship of job embeddedness on the relationship between LMX facets and job satisfaction. Previously, the gender role of supervisors on this relationship was not explored.
35
Unnu, Nazli Ayse Ayyildiz, and Julide Kesken. "DIAGNOSING THE EFFECTS OF LEADER-MEMBER EXCHANGE QUALITY ON PERFORMANCE IN THE CONTEXT OF ORGANIZATIONAL CULTURE: A CASE FROM TURKISH FAMILY-OWNED BUSINESSES." Journal of Business Economics and Management 15, no. 1 (March 4, 2014): 174–95. http://dx.doi.org/10.3846/16111699.2011.653983.
Full textAbstract:
The main purpose of this study was to diagnose the effects of leader-member exchange (LMX) quality on performance in the context of organizational and Turkish culture. The study was conducted in two family-owned businesses (FOBs), as they are very important structures in which in-group and out-group formations can be seen. Firm A (33 employees representing 41 dyads) and Firm B (61 employees representing 60 dyads) were especially chosen as they enabled us to apply the coding system leading to effective evaluation of surveys as the unit of analysis is “dyads”. In this framework, this study offers an important contribution to the international management literature as positive effects of LMX quality on firm performance, subordinate performance, intention to leave and job satisfaction were found within the context of organizational and Turkish culture. As the proportion of FOBs is almost 95% in Turkey, they represent Turkish economy and business culture well, leading to more generalizable results. Thus, firms can lead to increase in both subordinate and firm performance by creating an organizational culture in which high quality leader-member relationships are emphasized, finally leading to positive organizational outcomes.
36
Price, Gill, and Louise Bezuidenhout. "Communication and leader-member exchange." Communicare: Journal for Communication Studies in Africa 24, no. 1 (October 24, 2022): 1–19. http://dx.doi.org/10.36615/jcsa.v24i1.1750.
Full textAbstract:
This study partially replicated similar research conducted by Yrle, Hartman & Galle(2002:262) and Yrle, Hartman & Galle (2003:95-96) in the United States (US), whichexamined the correlations between communication style and leader-member exchange(LMX) in the South African context. It also took into consideration the potential impactof aspects such as gender, demographics and diversity on supervisor-subordinate LMXand communication considering the uniqueness of the South African environment.The research was conducted among supervisors and their subordinates at a South Africangovernment department. Forty-nine supervisors and subordinates, effectively representing27 organisational dyads, were able to participate in this study. It yielded some interestingresults, the most important of which is that the Pearson correlation coefficient statisticalanalysis supported the proposition that there is a correlation between LMX andcommunication in dyadic relationships.
37
Ardabili, Farzad Sattari. "Moderating-mediating Effects of Leader Member Exchange, Self-efficacy and Psychological Empowerment on Work Outcomes among Nurses." Organizacija 53, no. 3 (August 1, 2020): 246–58. http://dx.doi.org/10.2478/orga-2020-0016.
Full textAbstract:
AbstractBackground: The main effects of leader-member relationship and the quality of supervisor-subordinate relationship are emphasized as main variables that help improve nurses’ job satisfaction and reduce exhaustion. The aim of this study is to examine the effects of the emotional intelligence, self-efficacy, and psychological empowerment on psychological exhaustion and job satisfaction of nurses using moderation-mediation effects of leader-member exchange (LMX).Methods: A cross-sectional design was carried out in three public-sector hospitals in north west of Iran during 2016. A total of 138 self-administered questionnaires were used for analysis. The main hypotheses of this study were analyzed through applying mediation-moderation analysis using PROCESS model.Results: The results revealed that LMX acted as a mediator between emotional intelligence and job satisfaction through converting its negative effect into positive one. The indirect effect of emotional intelligence on emotional exhaustion through leader-member exchange was strongly negative especially at higher levels of leader-member exchange.Conclusions: High quality relationships between nurses and their superiors could improve their job outcomes. The negative relationship between emotional intelligence and emotional exhausting was more significant when leader-member exchange was taken into account. High emotional intelligence in nurses has negative effect on job satisfaction but by mediating role of LMX the effect changed to positive. LMX partially mediated the effect of emotional intelligence on job satisfaction, except when self-efficacy values were quite large. Psychological empowerment did not significantly moderate the relationship between emotional intelligence, leader-member exchange, and job outcome.Implications for nursing managers: It is recommended to analyze the quality of leader-member exchange in the hospitals before using them for measurement of nurses’ satisfaction and their jobs’ outcomes. Managers should also concentrate more on leader-member exchange and try to improve its quality. Future studies are needed to investigate the effects of leader-member exchange quality in longer follow-up periods.
38
Usadolo, Sam, Queen Usadolo, and Joseph Edigin. "The Role of Communication Satisfaction in the Relationship between Leader-Member Exchange and Teachers’ Affective Commitment." African Journal of Inter/Multidisciplinary Studies 4, no. 1 (2022): 350–62. http://dx.doi.org/10.51415/ajims.v4i1.987.
Full textAbstract:
In this research, the effect of leader-member exchange (LMX) on teachers’ affective commitment is examined using communication satisfaction as an intervening variable. Using a quantitative research method, data was collected with a cross-sectional survey. A regression analysis indicates that LMX has a significant effect on affective commitment of teachers in the five vocational colleges examined in the Eastern Cape Province, South Africa. Further analysis showed that communication satisfaction (relational and informational communication satisfaction) partially mediated the influence of LMX (represented in this study as programme managers) on teachers’ affective commitment. The findings are consistent with previous studies about the influence of workplace relationships on teachers’ behaviors, especially supervisor-subordinate relationships. The implications of these findings are explained.
39
Brown, Steven, Lisa Chen, and Edward O’Donnell. "Organizational opinion leader charisma, rolemodeling, and relationships." International Journal of Organizational Analysis 25, no. 1 (March 13, 2017): 80–102. http://dx.doi.org/10.1108/ijoa-10-2015-0924.
Full textAbstract:
Purpose This cross-disciplinary, empirical study aims to examine the phenomenon of organizational opinion leadership. Extant research concerning social capital and both referent and expert power suggests that informal opinion leaders within an organizational setting have the ability to influence their co-workers. This study focuses on the transformational leadership characteristics of idealized influence-attributed (charisma) and -behavior (role modeling). The social exchange aspects of the opinion leader–seeker relationship process are examined through an application of dyadic concepts found within leader–member exchange (LMX) theory. This study examines potential outcomes of opinion leader influence, specifically, opinion-seeker perceived organizational support (POS), affective commitment and normative commitment. Design/methodology/approach This study examines the dynamics of organizational opinion leader (OOL)–organizational opinion seeker (OOS) relationship to determine whether OOLs influence OOSs through role modeling and charisma, captured through the idealized influence aspect of transformational leadership. The OOL–OOS relationship is examined through the lens of LMX, commonly used to examine supervisor–subordinate exchange relationships. This study also examines whether OOLs’ idealized influence and OOL–OOS exchange relationships are related to OOSs’ perceived organizational support (POS) and both affective and normative commitment, and whether POS mediates their influence. Hypotheses are offered and survey data collected from a heterogeneous sample of 646 individuals is examined using structural equation modeling. Findings The results suggest that idealized influence consistently positively influences the outcomes. LMX-affect, -loyalty and -professional respect influence OOS perceptions of POS. Idealized influence and POS influence OOS affective and normative commitment. LMX-affect influences OOS affective and normative commitment, while LMX-loyalty influences normative commitment. LMX-professional respect slightly influenced OOS affective commitment negatively, suggesting that respect does not engender positive feelings and had no influence on normative commitment. Research limitations/implications This interdisciplinary study integrates concepts found within marketing, political science and organizational literature works to shed new light on the informal influence organizational members have on one another, which furthers our understanding of both shared leadership and opinion leadership. This research provides another frame for the concept of shared leadership, suggesting that OOL influence occurs horizontally and vertically within organizations. The overall findings suggest that both the characteristics of opinion leaders and the quality of OOL–OOS relationships matter. Practical implications This research highlights the importance of recognizing and enabling organizational members whose opinions are sought by their peers. Organizational opinion leadership exists within organization and influences organizational members’ attitudes and perceptions. Therefore, it is a necessity that organizations understand the phenomenon and guide it, much as organizational culture is guided, so that it produces positive organizational outcomes. Originality/value Very little research exists concerning organizational opinion leadership. This study breaks new ground by developing theory, applying accepted constructs to the phenomenon and empirically testing the impact of opinion leadership.
40
Mushonga, Shingirayi M. "Organizational Connections: The Moderation of Subordinate POS in the Relationship between LMX and Work Outcomes." Journal of Management Research 8, no. 4 (December 30, 2016): 100. http://dx.doi.org/10.5296/jmr.v9i1.10434.
Full textAbstract:
Previous research on leader-member exchange (LMX) has often viewed the supervisor as the primary recipient of organizational resources. These resources often serve as incentives or catalysts for the subordinates to enter a dyadic relationship with the supervisor. However, this research has overlooked the salient role that subordinates play in the initiation of these relationships and their contributions to the organization. The aim of the present study was to examine LMX and perceived organizational support (POS) simultaneously from the subordinate’s perspective and its impact in the development of LMX and work outcomes. Hayes’ process macro (2013) was used to test the moderation model using a sample of 111 subordinates. Results confirm that subordinate POS moderates the relationship between (LMX) and various work outcomes (job satisfaction, organizational commitment, and organizational citizenship behavior (OCB)). Furthermore, the relationship between LMX and work outcomes was stronger when subordinates had high POS. The implications, limitations, and direction for future research are discussed.
41
Han, Ming-Chuan, and Pin-Chyuan Hwang. "How leader secure-base support facilitates hotel employees’ promotive and prohibitive voices." International Journal of Contemporary Hospitality Management 31, no. 4 (April 8, 2019): 1666–83. http://dx.doi.org/10.1108/ijchm-02-2018-0103.
Full textAbstract:
PurposeThis study aims to extend the prior literature on voice behavior by integrating leader secure-base support, psychological capital (PsyCap) and regulatory foci with promotive and prohibitive voices. The current research draws on the notions of the proactive motivation model and regulatory focus to provide insights into why and when the influences of PsyCap on a certain type of voice are determined by its relevant regulatory focus.Design/methodology/approachThis study uses a sample of 278 supervisor–subordinate dyads from Taiwan hotels. Hypothesis tests were conducted using AMOS 21.0 and the SPSS application PROCESS (Hayes, 2013).FindingsThe current study determined that PsyCap mediated the positive relationships between leader secure-base support and two types of voices. Promotion focus moderated the relationships between PsyCap and promotive voice and the indirect effect of leader secure-base support on promotive voice. This indirect relationship is more pronounced when promotion focus is low than when it is high.Research limitations/implicationsThis study has a few implications for future research. First, the use of PsyCap to explain the voice behavior of employees may extend the application of the proactive motivation model. Second, leader secure-base support should be viewed as a promising leadership behavior owing to its value as a PsyCap predictor. Third, results show that PsyCap can mediate the relationship between such support and two types of voices. Finally, incorporating the concept of ecological congruence provides improved insights into the role of regulatory foci.Originality/valueFirst, this study extends the notions of the proactive motivation model by elucidating the effects of PsyCap on promotive and prohibitive voices. Second, our findings indicate that leader secure-base support can enhance PsyCap, which in turn facilitate voice behaviors in hotel work settings. Finally, his study contributes to theory of regulatory focus by integrating the notion of Hobfoll’s (1998) ecological congruence to explain how each of the promotion and prevention focus can determine the path from PsyCap to different types of voices.
42
Erkutlu, Hakan, and Jamel Chafra. "Leader’s integrity and interpersonal deviance." International Journal of Emerging Markets 15, no. 3 (September 16, 2019): 611–27. http://dx.doi.org/10.1108/ijoem-07-2018-0406.
Full textAbstract:
Purpose The purpose of this paper is to posit that leader’s integrity decreases employee’s interpersonal deviance by increasing moral efficacy in the workplace. Specifically, the authors propose that perceptions of moral efficacy serve as a mechanism through which leader’s integrity affects workplace deviance. The authors further argue that the modeled relationships are moderated by moral identity. Design/methodology/approach Data were collected from ten universities in Turkey. The sample included 693 randomly chosen faculty members along with their department chairs. Findings The results of this study supported the negative effect of leader integrity on employee’s interpersonal deviance as well as the mediating effect of moral efficacy. Moreover, when the level of moral identity is high, the relationship between leader integrity and interpersonal deviance is strong, whereas the relationship is weak when the level of moral identity is low. Practical implications This study’s findings indicate that higher education administrators should be cautious in treating their subordinates, as this will lead to a favorable interpersonal relationship, which in turn will reduce the interpersonal deviance of the subordinate. In addition, the buffering role of the moral identity should be paid more attention, particularly to people with low moral efficacy and high interpersonal deviance. Originality/value This study contributes to workplace deviance literature by revealing the relation between leader integrity and interpersonal deviance. Furthermore, it offers practical assistance to higher education employees and their leaders concerned with building trust, increasing the relationship between leaders and employees and reducing the interpersonal deviation.
43
Saragih, Hondor, Yetti Supriyati, Sri Indah Nikensari, and Ahmad Hidayat Sutawidjaya. "Military perceived overqualification in a civil organization." Technium: Romanian Journal of Applied Sciences and Technology 2, no. 7 (September 14, 2020): 8–19. http://dx.doi.org/10.47577/technium.v2i7.1663.
Full textAbstract:
The Indonesian military is currently faced with a situation in the colonel's career bottleneck so that there is the potential for overqualification of military employees working in government institutions. This symptom can lead to the situation of early retirement for military employees in civilian settings. As many as 157 colonels and lieutenant colonels working at the Ministry of Defense of the Republic of Indonesia were involved in a study to find out how the perceived overqualification and leader-member exchange was independently related to job satisfaction and the early retirement intention. The results show that leader-member exchange has a positive effect on job satisfaction but has positive effect on early retirement intention. Meanwhile, the perceived overqualification affects only employee job satisfaction, not on early retirement intention. Job satisfaction influences early retirement intention. Even so, leader-member exchange does have a negative effect on perceived overqualification. Policies aimed at improving the quality of subordinate superiors' relationships are needed to prevent early retirement intentions of employees who experience overqualification.
44
Williams, Ethlyn A., Terri A. Scandura, Seema Pissaris, and Juanita M. Woods. "Justice perceptions, leader-member exchange, and upward influence tactics." Leadership & Organization Development Journal 37, no. 7 (September 5, 2016): 1000–1015. http://dx.doi.org/10.1108/lodj-02-2013-0021.
Full textAbstract:
Purpose The authors examine the relationship between leader-member exchange (LMX) and the selection of upward influence tactics. The purpose of this paper is to integrate research on perceptions of justice, LMX, and influence tactics in order to empirically test an integrative model. Design/methodology/approach Questionnaires were administered to n=407 employed Masters of Business Administration students at a private Southeastern University in the USA. Structural equation modeling was used to test the statistical significance of paths specified in the models. Findings Results indicate that perceptions of organizational justice have indirect effects on upward influence tactics reported. LMX had mediating effects on the relationship between interactional justice and the use of rational and coalition tactics. Research limitations/implications The data are cross-sectional and were collected using self-reports, which limits the conclusions that can be drawn. The findings however, suggest that perceptions of interactional justice are associated with LMX, whose effects in turn are associated with the use of influence tactics. Practical implications Coalition strategies were used more when subordinates experienced poor LMX. The research suggests that perhaps for individuals experiencing poor relationships with the supervisor, coalition strategies might present an alternative to “rational” influence tactics (which are used more in high-quality relationships). Originality/value The current study extends LMX research by examining differing subordinate influence strategies in high- and low-quality relationships. It also extends organizational justice research by examining the effects of the interpersonal implementation of fair procedures on the dynamics between leadership and upward influence.
45
Afza, Mainuddin. "Superior-Subordinate Relationships and Satisfaction in Indian Small Business Enterprises." Vikalpa: The Journal for Decision Makers 30, no. 3 (July 2005): 11–20. http://dx.doi.org/10.1177/0256090920050302.
Full textAbstract:
This paper has used the hierarchy-based power system by French and Raven (1959) for researching the motivational potential in small business manufacturing enterprises. Studies in this area have been conducted but most of them are in the US, a country that is characterized by favourable demographic and other infrastructural environmental factors. However, this study used data from small business enterprises in India which is a fast developing economy though it does not yet have the logistics and the techno-economic infrastructure like the one in the US. One primary objective of this study was to see if the findings from an emerging economy are different from those of developed countries. Another objective was to get insights into the hierarchical motivation dynamics in the Indian enterprises. Indian environment is different from the US' in two important respects: the existence of high power-distance in the organizational hierarchies (as opposed to low power-distance in the US), and the market life cycle driven maturity level of Michel Porter's (1985) industry forces. The ultimate objective of this study was to investigate the relationship between bases of leader power and several criterion variables such as commitment, satisfaction, intent to leave, and compliance. Some of the findings of the study are as follows: The power bases are influential predictors in the US, a society that is characterized by high level of individualistic materialism, low power-distance, and strong entrepreneurial mental behaviour. In India, the power bases are likely to be even more influential because of the society's unique socio-cultural characteristics. India's social environment is high on power-distance that commands loyalty and possibly accountability in small business sector. The influence of Confucian philosophy and Gandhi's values are likely factors that differentiate India's culture base from that of the US. The results of this study are quite consistent with many of the findings of more recent studies done in the US. There were some differences between the findings of the present and other recent studies which may be attributed to the type of professionals who participated in this study and the socio-economic and power-distance driven cultural differences between the US and India. One important limitation of the present study is that the relationships discussed are correlational, not causal. Experimental studies are needed to investigate causal links between the bases of leader power and criterion variables. Moreover, further studies of superior-subordinate relationships and their effects on motivation and compliance using India's culture factors are needed to determine the relevance and applicability of US-based studies in India.
46
Yang, Fu, and Rebecca Chau. "Proactive personality and career success." Journal of Managerial Psychology 31, no. 2 (March 14, 2016): 467–82. http://dx.doi.org/10.1108/jmp-04-2014-0139.
Full textAbstract:
Purpose – The purpose of this paper is to examine the relation of subordinate proactive personality with subjective evaluations of career success by direct supervisors, as well as conceptualize the quality of leader-member exchange (LMX) as a mediator and power distance orientation as a moderator for understanding this relation. Design/methodology/approach – Data were collected using a two-wave survey research design. Participants were drawn from 360 supervisor-subordinate dyads from mainland China. Hierarchical regression analyses, Edwards and Lambert’s (2007) moderated path analysis approach, and Preacher et al.’s (2010) Monte Carlo simulation procedure were used to test the hypothesized relationships. Findings – LMX mediated the positive relationship between proactive personality and career success. Both the relationship between LMX and career success and the indirect relationship between proactive personality and career success were stronger when power distance orientation was lower. Research limitations/implications – This study contributes to the authors’ understanding of how and when proactive personality facilitates employee career success in the era of the boundaryless career. However, all data were collected within a single organization, which limits the observed variability and decreases external validity. Practical implications – Training employees to facilitate initiative in the workplace may build and maintain better and stronger relationships with their supervisors. To enhance person-organization fit, organizations should recruit and hire employees with lower levels of power distance orientation. Originality/value – This study provides solid evidence that the extent to which LMX mediates the relationship between proactive personality and career success depends on power distance orientation. It represents a promising new direction for the proactive personality and career success literatures.
47
Pichler, Shaun, Beth Livingston, Andrew Yu, Arup Varma, Pawan Budhwar, and Arti Shukla. "Nationality diversity and leader–Member exchange at multiple levels of analysis." Equality, Diversity and Inclusion: An International Journal 38, no. 1 (February 11, 2019): 20–39. http://dx.doi.org/10.1108/edi-03-2018-0054.
Full textAbstract:
PurposeThe diversity literature has yet to investigate relationships between diversity and leader–member exchanges (LMX) at multiple levels of analysis. The purpose of this paper is to test a multilevel model of nationality diversity and LMX. In doing so, the authors investigate the role of surface- and deep-level diversity as related to leader–member exchange differentiation (LMXD) and relative LMX (RLMX), and hence to subordinate job performance.Design/methodology/approachThe authors test a multilevel model of diversity and LMX using multisource survey data from subordinates nesting within supervisors. The authors do so in a context where diversity in nationality is pervasive and plays a key role in LMXs, i.e., a multinational organization in Dubai. The authors tested the cross-level moderated model using MPlus.FindingsThe results suggest surface-level similarity is more important to RLMX than deep-level similarity. The relationship between surface-level similarity and RLMX is moderated by workgroup nationality diversity. When workgroups are more diverse, there is a positive relationship between dyadic nationality similarity and RLMX; when workgroups are less diverse, similarity in nationality matters less. Moreover, LMXD at the workgroup level moderates the relationship between RLMX and performance at the individual level.Originality/valueThis study is one of very few to examine both diversity and LMX at multiple levels of analysis. This is the first study to test the workgroup diversity as a cross-level moderator of the relationship between deep-level similarity and LMX. The results challenge the prevailing notion that that deep-level similarity is more strongly related to LMX than surface-level diversity.
48
Randolph-Seng, Brandon, Claudia C. Cogliser, Angela F. Randolph, Terri A. Scandura, Carliss D. Miller, and Rachelle Smith-Genthôs. "Diversity in leadership: race in leader-member exchanges." Leadership & Organization Development Journal 37, no. 6 (August 1, 2016): 750–73. http://dx.doi.org/10.1108/lodj-10-2014-0201.
Full textAbstract:
Purpose – The workforce is becoming increasingly diverse and yet leadership research has lagged behind this trend. In particular, theory links leader-member exchange (LMX) to the development of racially diverse leaders (e.g. Scandura and Lankau, 1996). Yet, there remains a need for empirical evaluation of this premise. The paper aims to discuss these issues. Design/methodology/approach – In this paper, results of two studies of the effects of leader-member diversity on the LMX dimensions of professional respect, affect, loyalty, and contributions were examined. In the first study, supervisor-subordinate dyads in an applied work setting were examined, while in the second study a laboratory study was used. Findings – Results in Study 1 indicated that cross-race and minority dyads reported different LMX attributes of professional respect, affect, loyalty and contributions compared with dyads where both members were of the racial majority. In Study 2, racial compositions of dyads was not associated with reported differences in LMX relationships, but was associated with differences in task performance. Originality/value – This research provides the first systematic examination of the influence of racial diversity on LMX in a leader-follower dyad. As such, this work provides an important reference point in which future research on LMX and diversity can build. Such efforts will help future organizational leaders better navigate the increasingly diverse workplace.
49
Babur, Saadia, Zainab Bibi, and Jahanvash Karim. "THE ROLE OF PATERNALISTIC LEADERSHIP IN EMPLOYEE VOICE AND SILENCE MOTIVES: DOES SURFACE SIMILARITY MATTERS?" Humanities & Social Sciences Reviews 9, no. 3 (June 30, 2021): 1542–56. http://dx.doi.org/10.18510/hssr.2021.93155.
Full textAbstract:
Purpose of the study: This study compared the effect of paternalistic leadership on employee voice and silence motives based upon gender-based similarity attraction account among employee-leader dyads in Higher Educational Institutions (HEI). The study was conducted in public sector universities of Balochistan, Pakistan.
Methodology: The Study used Partial least squares–structural equation modelling, along with advanced methods for multi-group analysis, to assess and compare the proposed relationships between the gender similar and dissimilar dyads.
Main findings: The results of this study revealed significant differences between groups for the effect of the authoritative dimension of paternalism on pro-social silence, benevolence dimension of paternalism on quiescence silence and quiescence voice, and morality dimension on opportunistic silence.
Application of the study: The current study might help HEI authorities in understanding the effects of paternalistic leadership and diversity management.
Novelty/Originality of the study: This study makes a significant theoretical contribution by comparing the effect of paternalistic leadership on voicing motives of employees based on similarity attraction account between gender similar and dissimilar leader-subordinate dyads.
50
Mohamed, Nora A. A., Mahdia M. E. Morsi, and Salwa I. Mahmoud. "The Perspective of Leader-Member Exchange and Its Relation with Workplace Empowerment and Organizational Citizenship Behavior among Nurses." Evidence-Based Nursing Research 2, no. 3 (June 16, 2020): 10. http://dx.doi.org/10.47104/ebnrojs3.v2i3.131.
Full textAbstract:
Context: Leader-member exchange captures the impact of nurses’ perceptions of support from their supervisors’ high-quality relationships, which may promote extra-role behaviors, enabling increased job satisfaction and workplace empowerment and nurses` organizational citizenship behavior.
Aim: Assess the perspective of leader-member exchange and its relation with workplace empowerment and organizational citizenship behavior among nurses.
Methods: A descriptive correlational design was used to achieve the aim of the study. This study was conducted at Benha University Hospital in general medical and surgical units. A Convenient sample consisted of 190 nurses who were working in the study setting, as mentioned earlier. Three tools used to collect the data; Subordinate (LMX-MDM) survey portion, Condition of Work Effectiveness Questionnaire (CWEQ), and Organizational Citizenship Behavior Scale.
Results: The findings of this study indicated that more than half of nurses (54.7%) reported that they had a high-quality relationship with their supervisors, and 71.1% of nurses had a moderate level of workplace empowerment. Also, more than half of nurses (51.1%) had a moderate level of organizational citizenship behavior.
Conclusions: There was a highly statistically significant positive correlation between the total score of leader-member exchange and total workplace empowerment, total organizational citizenship behavior. Also was a highly statistically significant positive correlation between the total workplace empowerment, total organizational citizenship behavior. The study recommended that hospital management needs to focus on involving staff nurses in the political processes in an organization and keep them informed about significant changes in the organization and have a protective attitude toward it.