Frontline employees' emotional labor toward their co-workers: The mediating role of team member exchange

2022 ◽  
Vol 102 ◽  
pp. 103130
Author(s):  
Juhyun Kang ◽  
Jichul Jang
Keyword(s):  
Emotional Labor ◽  
Team Member ◽  
Frontline Employees ◽  
Mediating Role ◽  
Team Member Exchange ◽  
Member Exchange

scholarly journals Servant Leadership, Organisational Citizenship Behavior and Creativity: The Mediating Role of Team-Member Exchange

2016 ◽  
Vol 56 (4) ◽  
pp. 1-15 ◽  
Author(s):  
Winifrida Malingumu ◽  
Jeroen Stouten ◽  
Martin Euwema ◽  
Emmanuel Babyegeya
Keyword(s):  
Servant Leadership ◽  
Team Member ◽  
Citizenship Behavior ◽  
Mediating Role ◽  
Team Member Exchange ◽  
Member Exchange

The Role of Team–Member Exchange in Proactive Personality and Employees’ Proactive Behaviors: The Moderating Effect of Transformational Leadership

2021 ◽  
pp. 154805182110348
Author(s):  
Fong-Yi Lai ◽  
Cheng-Chen Lin ◽  
Szu-Chi Lu ◽  
Hsiao-Ling Chen
Keyword(s):  
Transformational Leadership ◽  
Team Member ◽  
Proactive Personality ◽  
Moderating Effect ◽  
Future Research ◽  
Proactive Behavior ◽  
Team Member Exchange ◽  
Member Exchange ◽  
Proactive Behaviors

This study conceptualizes team–member exchange as a mediator and transformational leadership as a moderator to understand the role of proactive personality in two types of proactive behaviors (affiliative and challenging). Considering the issue of common method variance, data were collected following a multitemporal and multisource research design, and the hypotheses were tested on a sample of 210 participants. The results showed that after controlling leader–member exchange, team–member exchange mediated the relationship between proactive personality and employees’ proactive behaviors. In addition, transformational leadership strengthened the positive relationship between the team–member exchange and challenging proactive behavior. Moreover, transformational leadership had a stronger moderating effect on challenging proactive behavior than affiliative proactive behavior. Strengths, limitations, practical implications, and directions for future research are discussed.

Linking team-member exchange differentiation to team creativity

2020 ◽  
Vol 41 (2) ◽  
pp. 208-219
Author(s):  
Chao Chen ◽  
Xinmei Liu
Keyword(s):  
Negative Relationship ◽  
Moderated Mediation ◽  
Mediation Model ◽  
Team Creativity ◽  
Content Type ◽  
Mediating Role ◽  
Moderated Mediation Model ◽  
Team Member Exchange ◽  
Member Exchange

PurposeThe purpose of this paper is to examine the effect of team-member exchange (TMX) differentiation on team creativity by developing a moderated mediation model. The model focuses on the mediating role of team proactivity in linking TMX differentiation with team creativity and the moderating role of leader-member exchange (LMX) median in influencing the mediation.Design/methodology/approachA time-lagged field survey data from 331 employees and 68 team leaders in more than ten high-technology firms from Northern China was used to test the model.FindingsResults indicated that the negative relationship between TMX differentiation and team creativity was mediated by team proactivity. Moderated mediation analyses further revealed that team proactivity mediated the relationship between TMX differentiation and team creativity for only those teams with a low-LMX median.Originality/valueThe empirical study provides preliminary evidence of the mediating role of team proactivity in the negative relationship between TMX differentiation and team creativity. The moderated mediation model also extends the existing finding by showing that LMX quality can moderate the indirect impact of TMX differentiation on team creativity (via team proactivity).

Is knowledge a tenement? The mediating role of team member exchange over the relationship of big five personality traits and knowledge-hiding behavior

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
M. Ali Hamza ◽  
Saqib Rehman ◽  
Adnan Sarwar ◽  
Komal Nadeem Choudhary
Keyword(s):  
Personality Traits ◽  
Big Five ◽  
Big Five Personality ◽  
Content Type ◽  
Mediating Role ◽  
Team Member Exchange ◽  
Member Exchange ◽  
Hiding Behavior ◽  
Knowledge Hiding

Purpose The organizational success to achieve and maintain its competitiveness is ascribed in the effectiveness of its knowledge management (KM) system, which depends on its employees’ impetus to exhibit knowledge sharing behavior. When an employee hides knowledge, an organization somewhat loses its part of knowledge, which causes loss to the organization eventually. This study aims to examine the impact of personality traits and one’s ethnicity on knowledge hiding behavior (KHB) by focusing on mediating role of team member exchange (TMX). Design/methodology/approach A total 308 questionnaires are collected from the public sector organizations (Livestock and Dairy Development Department, Punjab, Pakistan), out of them 300 are used in the analysis. Through Google e-survey form, cross-sectional data using convenience sampling are collected from the Gazetted officers (managerial level) of the department. Findings The paper provides empirical insights about three personality traits, i.e. openness, conscientiousness and neuroticism, and ethnicity have positive relation with KHB, whereas TMX as a mediator converts this positive relation into negative. Remaining two personality traits, i.e. extraversion and agreeableness, have negative relation with KHB, whereas TMX as a mediator strengthens this negative relationship with KHB. Research limitations/implications The broad context of research and large number of items made it difficult to collect the responses. In future studies, 50 items of big five should be replaced with mini scale. Empirical explanation of the relation between ethnicity and knowledge hiding is an addition to body of knowledge in general, particularly in context of Pakistan. Practical implications This study has the power to help managers in managing their team members and to understand what kind of personality and social group involvements promote knowledge sharing culture within the organization. Originality/value To broaden the understanding of KM domain, this study adds value in the relationship between big five personality traits, ethnicity and KHB of employees by finding the mediating effect of TMX in the context of Pakistani organizations.

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