The mediating effect of leader–member exchange on the relationship between Theory X and Y management styles and affective commitment: A multilevel analysis

2012 ◽  
Vol 18 (2) ◽  
pp. 159-174 ◽  
Author(s):  
Faruk Şahin
Keyword(s):  
Affective Commitment ◽  
Management Style ◽  
Mediating Effect ◽  
Future Research ◽  
Leader Member Exchange ◽  
Management Styles ◽  
Member Exchange ◽  
The Relationship ◽  
Theory Y ◽  
Theory X

AbstractThe purpose of the present study was to investigate the relationship between McGregor's Theory X and Y management styles and affective commitment through the mediating mechanism of the leader–member exchange (LMX). Adopting a multilevel perspective to explain the complex relations among variables, data were collected from 56 supervisors and 173 subordinates from yacht building companies in Turkey. The results indicated that the Theory Y management style related positively to affective commitment and LMX. In addition, the results indicated that LMX partially mediated the relationship between the Theory Y management style and affective commitment. However, the Theory X management style had no relationships with either LMX or affective commitment. Implications for future research and practice are discussed.

The mediating effect of leader–member exchange on the relationship between Theory X and Y management styles and affective commitment: A multilevel analysis

2012 ◽  
Vol 18 (2) ◽  
pp. 159-174 ◽  
Author(s):  
Faruk Şahin
Keyword(s):  
Affective Commitment ◽  
Management Style ◽  
Mediating Effect ◽  
Future Research ◽  
Leader Member Exchange ◽  
Management Styles ◽  
Member Exchange ◽  
The Relationship ◽  
Theory Y ◽  
Theory X

AbstractThe purpose of the present study was to investigate the relationship between McGregor's Theory X and Y management styles and affective commitment through the mediating mechanism of the leader–member exchange (LMX). Adopting a multilevel perspective to explain the complex relations among variables, data were collected from 56 supervisors and 173 subordinates from yacht building companies in Turkey. The results indicated that the Theory Y management style related positively to affective commitment and LMX. In addition, the results indicated that LMX partially mediated the relationship between the Theory Y management style and affective commitment. However, the Theory X management style had no relationships with either LMX or affective commitment. Implications for future research and practice are discussed.

scholarly journals The Mediated Moderating Role of Organizational Learning Culture in the Relationships among Authentic Leadership, Leader-Member Exchange, and Employees’ InnovativeBehavior

2021 ◽  
Vol 13 (19) ◽  
pp. 10802
Author(s):  
Ki Baek Jung ◽  
S.M. Ebrahim Ullah ◽  
Suk Bong Choi
Keyword(s):  
Organizational Learning ◽  
Authentic Leadership ◽  
Learning Culture ◽  
Mediating Effect ◽  
Future Research ◽  
Leader Member Exchange ◽  
Innovative Behavior ◽  
Organizational Learning Culture ◽  
Member Exchange ◽  
The Relationship

Previous studies have shown that enhancing employees’ innovative behavior can facilitate organizations’ sustainable competitiveness. This study investigated the relationship between authentic leadership and employees’ innovative behavior in Korean manufacturing and service companies. Moreover, the study examined the complex processes and conditions underlying this relationship. The results indicated that authentic leadership was significantly related to employees’ innovative behavior and that leader–member exchange mediated the relationship between authentic leadership and employees’ innovative behavior. Additionally, organizational learning culture moderated the relationship between leader–member exchange and employees’ innovative behavior. Finally, organizational learning culture moderated the mediating effect of authentic leadership on innovative behavior via leader–member exchange. We discuss the theoretical and practical implications of these findings as well as the study’s limitations for future research directions.

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

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.

Is More Feedback Seeking Always Better? Leader-Member Exchange Moderates the Relationship Between Feedback-Seeking Behavior and Performance

2015 ◽  
Vol 43 (7) ◽  
pp. 2195-2217 ◽  
Author(s):  
Long Wai Lam ◽  
Kelly Z. Peng ◽  
Chi-Sum Wong ◽  
Dora C. Lau
Keyword(s):  
Performance Standards ◽  
Future Research ◽  
Leader Member Exchange ◽  
Proactive Behavior ◽  
Feedback Seeking ◽  
Multilevel Research ◽  
Member Exchange ◽  
Seeking Behavior ◽  
And Performance ◽  
The Relationship

Feedback is information made available to employees in their work environment, whereas feedback-seeking behaviors (FSBs) help employees to evaluate proactively whether their work has met performance standards and their behavior is considered appropriate. Prior studies have provided a perspective on how the feedback-seeking contexts affect the emergence and development of FSBs. In this study, we extend that perspective by investigating when FSBs affect job performance so that we can understand whether more feedback seeking is always better. Adopting the relational view of leadership, we hypothesize that the FSB-performance relationship should be stronger for employees with low leader-member exchange (LMX) and in groups with low aggregate LMX and low LMX differentiation. Using a multilevel research design and a sample of 379 teachers in 25 groups, we find support for most of our hypotheses. We discuss the implications of the study for the FSB and the proactive behavior literature and suggest avenues for future research.

scholarly journals WITH WHOM YOU COMPARE YOURSELF – RELATIONSHIP OF SOCIAL COMPARISON & EMPLOYEE WORK OUTCOMES - LEADER MEMBER EXCHANGE (LMX) AS MEDIATOR

2016 ◽  
Vol 12 (2) ◽  
Author(s):  
Naveed Anwar ◽  
Keyword(s):  
Job Satisfaction ◽  
Social Comparison ◽  
Affective Commitment ◽  
Organizational Outcomes ◽  
Leader Member Exchange ◽  
Member Exchange ◽  
Relationship Of ◽  
The Relationship ◽  
Overall Job Satisfaction

Purpose: This research contributes further into investigating the impact of Social Comparison (i.e. Negative Social Comparison (NSC) and Positive Social Comparison (PSC) and work attitudes (i.e. Overall Job Satisfaction- OJS and Affective Commitment – AC using Leader Member Exchange (LMX) as a potential mediator among the relationship of Social Comparison and work attitudes. Design / Methodology / Approach: This research is causal, descriptive and cross-sectional in nature. Following positivist research paradigm data was collected from 232 employees of First tier commercial banks using a self-administrative survey. Factor Analysis, Multiple Regression Analysis, ANOVA, Pearson Correlation and Descriptive statistics were used to test the hypothesis of the study and provide conclusion about the hypothesis. The mediation effects of Leader member exchange was also tested using the steps of Baron and Kenny (1986). Findings: The results exhibited that the Positive Social Comparison has positive association with Affective Commitment (AC) and overall job satisfaction (OJS). Further, NSC relationship was negatively significant with Affective Commitment, and also it was found to have a significant negative relationship with Overall Job Satisfaction. LMX, Leader Member Exchange mediates the relationship among Social Comparison Negative and Positive Social Comparison. Originality/Value: These significant results have shown the importance of quality of Leader Member Exchange and its impact in yielding the positive organizational outcomes. As long as the managers pay a good attention towards the quality of relationship among them and their workers, the chances are that any type of comparison (Negative or Positive) will have less chance to affect the organizational outcomes, such as affective commitment and overall job satisfaction. These results are vital for HR practitioners and will assist in designing quality HPWPs in organizations.

scholarly journals A Moderated-Mediation Analysis of Organizational Justice and Leader-Member Exchange: Cross-Validation With Three Sub-samples

2021 ◽  
Vol 12 ◽  
Author(s):  
Or Shkoler ◽  
Aharon Tziner ◽  
Cristinel Vasiliu ◽  
Claudiu-Nicolae Ghinea
Keyword(s):  
Organizational Justice ◽  
Cultural Context ◽  
Work Motivation ◽  
Moderated Mediation ◽  
Mediating Effect ◽  
Data Consistency ◽  
Counterproductive Work Behaviors ◽  
Future Research ◽  
Leader Member Exchange ◽  
Member Exchange

In an increasingly competitive work world, managers—whose links with subordinates, and their perceptions thereof, are critical components in that relationship—need to monitor employees' mindsets to facilitate their productivity. Our paper investigates organizational justice perceptions as an antecedent to two important outcomes: organizational citizenship behaviors and counterproductive work behaviors. The moderating effect of leader-member exchange and the mediating effect of work motivation were incorporated into a parsimonious moderated-mediation model designed to assist managers in achieving the stated objective. The model was tested on 3,293 Romanian workers, randomly divided into sub-samples of 1,098, 1,098, and 1,097 participants. Indicating high data consistency and credibility for the most part, in each sub-group, all the variables associated as predicted, with the notable exception of LMX. Implications, limitations, and suggestions for future research are discussed, with emphasis on the investigation's cultural context.

scholarly journals Silent Counterattack: The Impact of Workplace Bullying on Employee Silence

2020 ◽  
Vol 11 ◽  
Author(s):  
Xiwei Liu ◽  
Shenggang Yang ◽  
Zhu Yao
Keyword(s):  
Workplace Bullying ◽  
Affective Commitment ◽  
Negative Impact ◽  
Management Style ◽  
Mediating Effect ◽  
Slope Test ◽  
Employee Silence ◽  
A Chain ◽  
The Impact ◽  
The Relationship

The purpose of this paper is to explore the relationship between workplace bullying (WB) and employee silence (ES) as well as its mechanism. This paper collects data from 322 employees of three Chinese enterprises in two waves, with a 2 months interval between the two waves. Moreover, this paper uses confirmatory factor analysis, a bootstrapping mediation test, a simple slope test, and other methods to verify the hypothesis. We find that: (1) WB is positively correlated with ES; (2) psychological safety (PS) and affective commitment mediated the relationship between WB and ES, respectively, and these two variables have a chain mediating effect in the above relationship; and (3) a forgiveness climate moderates this chain mediating effect by weakening the negative impact of WB on PS. Our findings can effectively guide organizations to ultimately adjust their management style, pay attention to employees’ cognitive and emotional resources, and formulate some measures to curb WB in organizations.

scholarly journals Influence of Leader-Member Exchange of Employees’ Affective Commitment in Saudi Arabia Universities

2019 ◽  
Vol 8 (3S2) ◽  
pp. 704-707
Keyword(s):  
Structural Equation ◽  
Affective Commitment ◽  
Educational Institutions ◽  
Leader Member Exchange ◽  
Emotional Attachment ◽  
Member Exchange ◽  
Administrative Employees ◽  
The Relationship ◽  
Least Squares Approach

The emotional attachment employees’ exhibit towards their workplaces, known as affective commitment, has a determining influence on the quality and sustainability of their performance. Employees with strong visceral attachment tend to record more successful careers. However, the quality of this emotional attachment is a function of the quality of interactions between the employees and their leaders. This study, therefore, examines the relationship between leader-member exchange (LMX) and affective commitment (AC) in a sample of 373 administrative employees drawn from Saudi Arabian higher educational institutions. The survey data were collected were analysed using a partial least squares approach to structural equation modelling. Outcomes of the analysis revealed that LMX positively and significantly affects AC. Also, the quality of the relationship between employees and their immediate managers is predicted by the level of employees’ affective commitment.

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