Leader–member exchange (LMX), job autonomy, and creative work involvement

2012 ◽  
Vol 23 (3) ◽  
pp. 456-465 ◽  
Author(s):  
Judith Volmer ◽  
Daniel Spurk ◽  
Cornelia Niessen
Keyword(s):  
Leader Member Exchange ◽  
Creative Work ◽  
Job Autonomy ◽  
Work Involvement ◽  
Member Exchange

The impact of team potency and leadership member exchange on expatriate creative work involvement

2020 ◽  
Vol 8 (3/4) ◽  
pp. 309-323
Author(s):  
Hanan Saber Almazrouei ◽  
Robert Zacca ◽  
Noura Alfayez
Keyword(s):  
United Arab Emirates ◽  
Leader Member Exchange ◽  
Creative Work ◽  
Content Type ◽  
Theoretical Contribution ◽  
Work Involvement ◽  
Team Potency ◽  
Member Exchange ◽  
Expatriate Employees ◽  
The Impact

PurposeThe purpose of this study is to examine whether team potency moderates the effect of the leader member exchange (LMX) on the expatriate's creative work involvement such that the effect of leader member exchange on creative work involvement becomes less when team potency is high.Design/methodology/approachData were gathered via a printed survey instrument, using a purposive sampling approach and administered directly to 150 expatriate (non-Emirate nationals) employees located in the Jabal Ali Dubai Free Zone of the United Arab Emirates (UAE).FindingsOur findings indicate that the higher the level of team potency the less the effect of LMX on expatriate creative work involvement.Practical implicationsThe findings suggest that, team potency, which is an asset in certain situations, can be a liability suppressing the effect of LMX on the expatriate employees creative work involvement. Expatriate employees experiencing satisfaction and fulfillment through the leadership exchange feel sufficiently empowered in their abilities to engage in creative work behaviors.Originality/valueTesting a theoretical model within the intranational cultural diversity of an expatriate workforce may be a stronger source of diversity than other sources, providing for an original theoretical contribution to the extant literature. Moreover, the UAE, with its prominent network of expatriate employment integrated within the national economy presents a highly relevant contextual environment in which to study expatriate behavior.

Team-member exchange, voice behavior, and creative work involvement

2017 ◽  
Vol 38 (3) ◽  
pp. 417-431 ◽  
Author(s):  
Hsi-An Shih ◽  
Nikodemus Hans Setiadi Wijaya
Keyword(s):  
Team Member ◽  
Reciprocal Relationship ◽  
Mediating Effect ◽  
Creative Work ◽  
Voice Behavior ◽  
Content Type ◽  
Work Involvement ◽  
Team Member Exchange ◽  
Member Exchange

Purpose The purpose of this paper is to conceptualize the links among team-member exchange (TMX), voice behavior, and creative work involvement. Design/methodology/approach A total of 260 employees were participants in this study. All were alumni of a Business School in Indonesia. Data were gathered at two time points four months apart. Hierarchical regression and bootstrapping analyses were conducted to find the effects of TMX on voice behavior and creative work involvement. Findings Results from the analyses showed positive effects of TMX on both voice behavior and creative work involvement. A positive effect of voice behavior on creative work involvement was found. The results also exhibited a partial mediating effect of voice behavior on the relationship between TMX and creative work involvement. Practical implications The findings point to the importance of maintaining TMX quality in work teams for enhancing employee voice and creativity. Organizations may need to develop members’ reciprocal relationship skill in teams and maintain the roles of team leaders to develop the quality of TMX. It is also suggested that the practice of self-management teams may enhance the quality of TMX and voice behavior of employees. Originality/value This paper offers new insight on how levels of TMX may impact on members’ voice behavior and creative work involvement. Longitudinal data may provide a more accurate prediction of the links among TMX, voice behavior, and creative work involvement.

How leader–member exchange can uplift team’s energy to increase creative work involvement

2016 ◽  
Vol 22 (1/2) ◽  
pp. 75-91 ◽  
Author(s):  
Sara Kahrobaei ◽  
Saeed Mortazavi
Keyword(s):  
Structural Equation ◽  
Equation Modeling ◽  
Leader Member Exchange ◽  
Creative Work ◽  
Manufacturing Companies ◽  
Energy Functions ◽  
Content Type ◽  
Mediating Role ◽  
Analysis Technique ◽  
Member Exchange

Purpose – The purpose of this paper is to examine the effect of leader–member exchange quality on creative involvement of teams in creative work through the mediating role of collective energy comprising of affect, cognitive and behavioral energies. Methodology/approach – In total, a sample of 298 participants in 71 teams working for manufacturing companies producing different auto parts in the eastern part of Iran was examined. A conceptual model was developed, and the hypotheses were analyzed by using structural equation modeling (SEM). Finally, the direct and indirect effects of variables were acquired by a path analysis technique. Findings – The results revealed that, in teams, leader-members exchange indirectly impacts involvement in creative work via affective, cognitive and behavioral energies. Furthermore, affective energy play the most mediating role and behavioral energy my negatively affect involvement in creative work. Originality/value – First, this paper makes a significant contribution to the literature of energy through considering a more panoramic view of it at work. This is the first study in which collective energy functions as a mediating factor in teams. Second, it helps to broaden the scope of research on the relationship between leaders and individuals through multi-level analysis.

Compensatory Coping Through the Extension of Working Hours

2019 ◽  
Vol 63 (3) ◽  
pp. 115-128 ◽  
Author(s):  
Maie Stein ◽  
Sylvie Vincent-Höper ◽  
Nicole Deci ◽  
Sabine Gregersen ◽  
Albert Nienhaus
Keyword(s):  
Job Demands ◽  
Working Hours ◽  
Well Being ◽  
Leader Member Exchange ◽  
Workplace Health ◽  
High Quality ◽  
Data Analyses ◽  
Member Exchange ◽  
The Relationship ◽  
Advance Knowledge

Abstract. To advance knowledge of the mechanisms underlying the relationship between leadership and employees’ well-being, this study examines leaders’ effects on their employees’ compensatory coping efforts. Using an extension of the job demands–resources model, we propose that high-quality leader–member exchange (LMX) allows employees to cope with high job demands without increasing their effort expenditure through the extension of working hours. Data analyses ( N = 356) revealed that LMX buffers the effect of quantitative demands on the extension of working hours such that the indirect effect of quantitative demands on emotional exhaustion is only significant at low and average levels of LMX. This study indicates that integrating leadership with employees’ coping efforts into a unifying model contributes to understanding how leadership is related to employees’ well-being. The notion that leaders can affect their employees’ use of compensatory coping efforts that detract from well-being offers promising approaches to the promotion of workplace health.

Authentische Führung

2018 ◽  
Vol 62 (3) ◽  
pp. 142-160
Author(s):  
Luise Franke-Bartholdt ◽  
Dirk Frömmer ◽  
Jürgen Wegge ◽  
Anja Strobel
Keyword(s):  
Authentic Leadership ◽  
Leader Member Exchange ◽  
Member Exchange

Zusammenfassung. Zur Erfassung authentischer Führung fehlt im deutschen Sprachraum ein transparent validiertes Messverfahren. Der vorliegende Beitrag soll mit einer deutschen Adaption des Authentic Leadership Inventory von Neider und Schriesheim (2011) diese Lücke schließen. Nach der Übersetzung des Originals wurde das Deutsche Inventar Authentischer Führung (DIAF) in drei Stichproben (Ngesamt = 705) geprüft und modifiziert. In konfirmatorischen Faktorenanalysen konnte die theoretisch postulierte Binnenstruktur mit vier Komponenten bestätigt werden: Selbstbewusstheit, Transparenz in Beziehung zu anderen, verinnerlichte moralische Perspektive und ausgewogene Informationsverarbeitung. Die internen Konsistenzen der Gesamtskala (16 Items) und Einzelkomponenten lagen im guten bis sehr guten Bereich. Es wurden erwartungskonforme Zusammenhänge zu anderen Führungsskalen gefunden (positive Korrelationen zu ethischer Führung und Leader Member Exchange, negative Korrelationen zu destruktiver Führung). Das Instrument zeigte bedeutsame Zusammenhänge zu zentralen organisationalen Ergebniskriterien (Wohlbefinden, Arbeitsengagement, individuelle Leistung) und inkrementelle Validität über andere Führungsskalen hinaus. Insgesamt kann das DIAF als ökonomisches und valides Verfahren zur Erfassung authentischer Führung eingesetzt werden.

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