Leader-member exchange as a linking pin in the idiosyncratic deals - Performance relationship in workgroups

The individualized work-related agreements known as idiosyncratic deals (i-deals), which are negotiated between the employee and the employer, has been shown to affect employee outcomes. In this study, we suggest that social comparison theory, in addition to social exchange theory, can be used to explain the effect of i-deals on employee outcomes. This study explains the process through which i-deals lead to positive employee outcomes in the form of increased employee job satisfaction, organizational citizenship behavior, job performance, and reduced employee turnover. We hypothesized that employees’ perceived organizational support (POS), quality of relationship with the supervisor known as leader–member exchange (LMX), and quality of the relationship with the supervisor in comparison to others in the group termed as leader–member exchange social comparison (LMXSC) mediates the relationships between i-deals to outcomes. In a sample of 338 faculty employees nested in 49 departments from a private university, we found support for direct relationships between i-deals, outcomes, and mediators (POS, LMX, and LMXSC). We also found partial support for the mediation of LMX and LMXSC. The theoretical and practical implications of results are discussed.

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Development Idiosyncratic Deals and Employee Performance

SEISENSE Journal of Management ◽

10.33215/sjom.v4i3.628 ◽

2021 ◽

Vol 4 (3) ◽

pp. 63-72

Author(s):

Mariam Tauba ◽

Andrew Kimwolo

Keyword(s):

Social Exchange ◽

Social Exchange Theory ◽

Employee Performance ◽

Exchange Theory ◽

Leader Member Exchange ◽

Idiosyncratic Deals ◽

The Social ◽

Member Exchange ◽

The Relationship

Employee performance has been at the helm of academic research over the years. The changing nature of work has unearthed several antecedents of job performance. The purpose of this study was to examine employee performance through the development of Idiosyncratic deals and Leader-Member-Exchange-quality lens of antecedents. The study is anchored on the social exchange theory. The hypotheses were tested on a sample of 325 employees of ICT firms in Uganda, using a cross-sectional survey. Three hundred two responses were used for analysis after cleaning of data. The direct hypotheses were tested using correlation analysis, while the mediation was tested using the Hayes Process macro model 4. The results supported the relationship between development idiosyncratic deals and employee performance and LMX quality and employee performance. This study found a significant mediating role of LMX-quality on the relationship between development idiosyncratic deals and employee performance. The study made contributions to the literature on idiosyncratic deals, employee performance, leader-member exchange quality as well, as the Social exchange theory. The study recommends adopting good quality LMX relationships to enhance the role of development idiosyncratic deals on employee performance among ICT firms.

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Idiosyncratic deals and individual effectiveness: The moderating role of leader-member exchange differentiation

The Leadership Quarterly ◽

10.1016/j.leaqua.2016.10.014 ◽

2017 ◽

Vol 28 (3) ◽

pp. 438-450 ◽

Cited By ~ 19

Author(s):

Chenwei Liao ◽

Sandy J. Wayne ◽

Robert C. Liden ◽

Jeremy D. Meuser

Keyword(s):

Leader Member Exchange ◽

Idiosyncratic Deals ◽

Member Exchange ◽

Moderating Role

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Are your gains threat or chance for me? A social comparison perspective on idiosyncratic deals and coworkers' acceptance

Journal of Management & Organization ◽

10.1017/jmo.2020.32 ◽

2020 ◽

pp. 1-22

Author(s):

Xiaoyan Zhang ◽

Wenbing Wu ◽

Wen Wu ◽

Yihua Zhang ◽

Yuhuan Xia

Keyword(s):

Social Comparison ◽

Leader Member Exchange ◽

Idiosyncratic Deals ◽

Work Arrangements ◽

Employment Conditions ◽

Member Exchange ◽

The Relationship ◽

Scholarly Attention

Abstract Idiosyncratic deals (i-deals) refer to customized work arrangements and employment conditions employees negotiate with employers. Significant scholarly attention has been paid to understand the responses of i-deals' recipients. However, little attention has been paid to coworkers' reactions to the i-deals. This study examines how coworkers react to focal employees' i-deals. We tested our hypotheses with a sample of 253 employee–coworker pairs and found that coworkers are more likely to accept focal employees' flexibility i-deals than development i-deals. Specifically, we found that coworkers view focal employees' development i-deals as more threatening to their status than flexibility i-deals, and status threat mediates the relationship between development i-deals and coworkers' acceptance. In addition, flexibility i-deals increase coworkers' perception of obtaining future i-deals more than development i-deals, and this perception mediates the relationship between flexibility i-deals and coworkers' acceptance. Furthermore, the results show that coworkers' relative leader–member exchange moderates the above relationships.

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Compensatory Coping Through the Extension of Working Hours

Zeitschrift für Arbeits- und Organisationspsychologie A&O ◽

10.1026/0932-4089/a000285 ◽

2019 ◽

Vol 63 (3) ◽

pp. 115-128 ◽

Cited By ~ 1

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.

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Authentische Führung

Zeitschrift für Arbeits- und Organisationspsychologie A&O ◽

10.1026/0932-4089/a000268 ◽

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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The Relationship Between Leader–Member Exchange and Employees’ Proactive Behaviors

Journal of Personnel Psychology ◽

10.1027/1866-5888/a000226 ◽

2019 ◽

Vol 18 (2) ◽

pp. 106-111

Author(s):

Fong-Yi Lai ◽

Szu-Chi Lu ◽

Cheng-Chen Lin ◽

Yu-Chin Lee

Keyword(s):

Hierarchical Linear Modeling ◽

Future Research ◽

Leader Member Exchange ◽

Voice Behavior ◽

Linear Modeling ◽

Team Members ◽

Member Exchange ◽

Multi Temporal ◽

The Relationship ◽

Practical Implications

Abstract. The present study proposed that, unlike prior leader–member exchange (LMX) research which often implicitly assumed that each leader develops equal-quality relationships with their supervisors (leader’s LMX; LLX), every leader develops different relationships with their supervisors and, in turn, receive different amounts of resources. Moreover, these differentiated relationships with superiors will influence how leader–member relationship quality affects team members’ voice and creativity. We adopted a multi-temporal (three wave) and multi-source (leaders and employees) research design. Hypotheses were tested on a sample of 227 bank employees working in 52 departments. Results of the hierarchical linear modeling (HLM) analysis showed that LLX moderates the relationship between LMX and team members’ voice behavior and creative performance. Strengths, limitations, practical implications, and directions for future research are discussed.

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