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.

scholarly journals The Relationship Between K-Workers’ Leader–Member Exchange, Organizational Citizenship Behavior and Task Performance—Evidence From Chinese Hospitals

2021 ◽  
Vol 12 ◽  
Author(s):  
Xiaoli Che ◽  
Zhecheng Guo ◽  
Qinyuan Chen
Keyword(s):  
Task Performance ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Well Being ◽  
Citizenship Behavior ◽  
Leader Member Exchange ◽  
Psychological Well Being ◽  
Member Exchange ◽  
The Relationship ◽  
And Task

Aiming to reduce the difficulty of managing and motivating knowledge workers (k-workers), and promote the psychological well-being of them in Chinese hospitals, this study examines how k-workers’ leader–member exchange (LMX) influences their task performance and the mediation effect of organizational citizenship behavior (OCB). Through a self-administered survey, valid questionnaires were collected from 384 k-workers in Chinese hospitals, and partial least squares structural equation modeling was employed for data analysis. The findings show that LMX is positively related to OCB and task performance, and that OCB mediates the relationship between LMX and task performance. This research has theoretical implications and also provides practical suggestions on how to manage, motivate, and inspire k-workers, and promote the psychological well-being of them, and finally enhance the organizational performance in Chinese hospitals.

scholarly journals Employee Voice: A Mechanism to Harness Employees’ Potential for Sustainable Success

2022 ◽  
Vol 19 (2) ◽  
pp. 921
Author(s):  
Hengwei Zhu ◽  
Muhammad Kamran Khan ◽  
Shakira Nazeer ◽  
Li Li ◽  
Qinghua Fu ◽  
...  
Keyword(s):  
Ethical Leadership ◽  
Psychological Safety ◽  
Employee Voice ◽  
Leader Member Exchange ◽  
Voice Behavior ◽  
High Quality ◽  
Social Exchanges ◽  
Member Exchange ◽  
The Relationship ◽  
Ethical Leaders

Listening to employees’ concerns reduces their dissatisfaction, but moreover, for an organization to achieve sustainable success, employees must raise their creative voice and give their input in decision-making without the fear of rejection in a psychologically safe environment. Ethical leaders facilitate such a participative style of management. A bureaucratic culture, as is generally encountered in Pakistan’s work settings, poses real challenges to those who dare to speak up, therefore the importance of ethical leadership, leader–member exchange (LMX), and psychological safety cannot be neglected as coping mechanisms to sustain the employee voice for mutual gains. To investigate ethical leadership’s mediating mechanisms and boundary conditions on voice behavior, we examined a moderated mediation model with the leader–member exchange as a moderator and psychological safety as a mediator. Grounded in social exchange theory (SET), the current study uniquely posits and tests that employees feel psychologically safe in the presence of an ethical leader with whom they have high-quality social exchanges. Data were collected from 281 employees from the public corporations and private enterprises of the petroleum sector of Karachi. Results of the analysis, through SPSS and AMOS, revealed that psychological safety mediated the relationship of ethical leadership and voice behavior, while the indirect effect of ethical leadership on voice behavior (via psychological safety) is stronger for those employees who enjoy high-quality exchanges with ethical leaders. LMX was also found to moderate the relationship between ethical leadership and voice behavior. Contributions, recommendations, and limitations of the current study and further research areas are also discussed. The study offers practical insight on the mechanism of ethical leadership on employee voice behavior and recommends leaders to develop social exchanges to improve voice behavior for sustainable success.

scholarly journals Envious bosses: how leader envy mediates the relationship between subordinate power and leader-member exchange

2021 ◽  
Author(s):  
Daniel J. Quintal-Curcic
Keyword(s):  
Leadership Role ◽  
Leader Member Exchange ◽  
High Quality ◽  
Global Power ◽  
Member Exchange ◽  
Time Lagged ◽  
The Relationship

Due to the nature of the leadership role, leaders are often assumed to have more power than their subordinates. However, the concept of power is multifaceted, and subordinates may possess power based on their likeability, knowledge, or influence in the organization. This research examines the effect of subordinate power on leader-follower relationships. Specifically, I focus on leaders’ perception of subordinate power, how these perceptions affect the quality of the relationship they develop with subordinates, and propose that envy may act as a mediator. The results of a time-lagged study of 140 leaders suggest that when leaders perceive their subordinates have power, they are more likely to engage in a high-quality relationship. Further, envy mediates the relationship between power andrelationship quality, but only when subordinates are perceived to have referent or global power. The results are discussed in terms of the implications for both leaders and subordinates

User Competence with Enterprise Systems: The Effects of Work Environment Factors

2021 ◽  
Author(s):  
Weiling Ke ◽  
Lele Kang ◽  
Chuan-Hoo Tan ◽  
Chih-Hung Peng
Keyword(s):  
Job Demands ◽  
Job Resources ◽  
Leader Member Exchange ◽  
Support Structures ◽  
Work Overload ◽  
Socially Constructed ◽  
Demand Factor ◽  
Member Exchange ◽  
Work Environment Factors ◽  
The Relationship

Enterprise system users are required to improve competence to gain the system’s value. The development of user competence to effectively use a complex system is socially constructed. Based on the job demands-resources model, we propose and empirically validate how two types of work contextual factors, namely, job demands and job resources, are directly and interactively related to user competence. Results of a longitudinal survey from users in six organizations suggest that all three job resource factors considered—leader–member exchange, traditional support structures, and peer support structure—allow users to acquire both the technical and business knowledge needed for effective application of the system for work. But, work overload, as the job demand factor, has no significant effect on user competence. Further analysis shows the relationship between work overload and user competence is moderated by leader–member exchange, but not the two support structures. Our findings are of great importance for practice, as they suggest job resources are conducive to the development of user competence, whereas work overload is an inevitable, acute problem.

scholarly journals Leader–member exchange fosters work engagement: The mediating role of job crafting

2017 ◽  
Vol 43 (0) ◽  
Author(s):  
Mirjam Radstaak ◽  
Ayla Hennes
Keyword(s):  
Work Engagement ◽  
Structural Equation ◽  
Job Demands ◽  
Job Crafting ◽  
Job Resources ◽  
Leader Member Exchange ◽  
High Quality ◽  
Work Related ◽  
Member Exchange ◽  
Quality Relationships

Orientation: The right balance between job demands and job resources are essential for employees to bring energy and enthusiasm to work. Employees who experience high-quality relationships with their supervisors may actively craft their job demands and job resources and feel more engaged.Research purpose: The current study examined the associations between leader–member exchange (LMX), job crafting and work engagement. Motivation: This study attempts to gain more insight in the associations between LMX, job crafting and work engagement. It was hypothesised that high-quality relationships with supervisors fosters work engagement because it stimulates employees to craft their jobs by increasing social and structural job resources and challenging job demands and by decreasing hindering job demands.Research approach, design and methodology: Participants (N = 402) working for a leading mail and parcels company in the Netherlands completed questionnaires measuring LMX, work engagement and job crafting. Structural equation modelling was used to examine the hypotheses.Main findings: Increasing social job resources (β = 0.01, SE = 0.00, p < 0.001) and increasing challenging job demands (β = 0.08, SE = 0.04, p < 0.05) were significant mediators in the association between LMX and work engagement. Increasing structural job resources (β = 0.00, SE = 0.00, p = 0.92) and decreasing hindering job demands (β = -0.00, SE 0.00, p = 0.09) were not significant mediators.Practical and managerial implications: Supervisors who are capable of building high-quality relationships with their employees based on trust, respect and loyalty will foster a positive, fulfilling work-related state of mind among employees because they are more willing to proactively craft a challenging and resourceful work environment.Contribution or value-add: The findings of this study showed the importance of high-quality relationships with supervisors and were unique in examining the association between LMX and job crafting.

scholarly journals Culture, Work, and Subjective Well-Being: The Role of LMX and Resilience in Spanish and Chinese Cultures

2019 ◽  
Vol 16 (24) ◽  
pp. 4945 ◽  
Author(s):  
Pilar González-Navarro ◽  
Elena Talavera-Escribano ◽  
Rosario Zurriaga-Lloréns ◽  
Lucía I. Llinares-Insa
Keyword(s):  
Life Satisfaction ◽  
Well Being ◽  
Structural Equations ◽  
Leader Member Exchange ◽  
Global Business ◽  
Ml Estimation ◽  
Chinese Sample ◽  
Member Exchange ◽  
The Relationship

Globalization and interdependencies among nations require a better understanding of the influence of culture on organizational processes. In order to succeed in global business, leaders have to respond to practices that may be different in diverse cultures. This study was conducted within the framework of the leader member exchange approach and from a positive perspective of organizations linking successful businesses and workers’ well-being. The aim of this study was to examine whether the quality of the relationship with the leader predicts engagement and life satisfaction, and whether resilience moderates this relationship in two different cultural contexts (Spanish and Chinese). The sample was composed of 277 workers (127 Chinese workers corresponding to a vertical-collectivistic culture and 150 Spanish workers representing a horizontal-individualistic culture). To test the hypotheses, a structural equations model (SEM) was conducted using the maximum likelihood (ML) estimation method. Results revealed that leader-member exchange (LMX) positively predicts engagement and life satisfaction and that the moderator role of resilience varies across cultures. Resilience moderated the relationship between LMX and engagement and life satisfaction only in the Spanish sample. In the Chinese sample, resilience only moderated the relation between LMX and life satisfaction. Finally, our study contributes to a better understanding of the relationship between leaders and subordinates operating in a global context.

scholarly journals Envious bosses: how leader envy mediates the relationship between subordinate power and leader-member exchange

2021 ◽  
Author(s):  
Daniel J. Quintal-Curcic
Keyword(s):  
Leadership Role ◽  
Leader Member Exchange ◽  
High Quality ◽  
Global Power ◽  
Member Exchange ◽  
Time Lagged ◽  
The Relationship

Due to the nature of the leadership role, leaders are often assumed to have more power than their subordinates. However, the concept of power is multifaceted, and subordinates may possess power based on their likeability, knowledge, or influence in the organization. This research examines the effect of subordinate power on leader-follower relationships. Specifically, I focus on leaders’ perception of subordinate power, how these perceptions affect the quality of the relationship they develop with subordinates, and propose that envy may act as a mediator. The results of a time-lagged study of 140 leaders suggest that when leaders perceive their subordinates have power, they are more likely to engage in a high-quality relationship. Further, envy mediates the relationship between power andrelationship quality, but only when subordinates are perceived to have referent or global power. The results are discussed in terms of the implications for both leaders and subordinates

scholarly journals Leader-member exchange and subjective well-being: the moderating role of metacognitive cultural intelligence

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Huong Le ◽  
Zhou Jiang ◽  
Katrina Radford
Keyword(s):  
Migrant Workers ◽  
Cultural Intelligence ◽  
Well Being ◽  
Leader Member Exchange ◽  
Conservation Of Resources ◽  
Subjective Well Being ◽  
Cross Sectional ◽  
Content Type ◽  
Member Exchange ◽  
The Relationship

PurposeThis study examines employees' metacognitive cultural intelligence as a moderator in the relationship between leader-member exchange (LMX) and employees' subjective well-being.Design/methodology/approachWe tested the conceptual model using regression analysis from a sample of 462 migrant workers in Australia.FindingsThe results demonstrated that employees' metacognitive cultural intelligence moderated the relationship between LMX and employees' subjective well-being in such a way that the effect was stronger among those employees with lower levels of metacognitive cultural intelligence.Research limitations/implicationsThe cross-sectional design, with self-reporting at one point in time, could affect a causal relationship among variables, although each relationship was built on strong theoretical perspectives. However, prior research emphasizes that a single source is not considered to be an issue when interactions are examined.Practical implicationsOne way to improve metacognitive cultural intelligence for global leadership effectiveness could be through the introduction of diversity and cross-cultural training, such as didactic programs provided either in-house or by external institutions.Originality/valueDrawing on Conservation of Resources theory, this paper contributes to the literature by demonstrating that employees' metacognitive cultural intelligence is a boundary condition that alters the strengths of the LMX–subjective well-being relationship.

scholarly journals Psychological Well-Being, Knowledge Management Behavior and Performance: The Moderating Role of Leader-Member Exchange

2021 ◽  
Vol 12 ◽  
Author(s):  
Cheol Young Kim
Keyword(s):  
Knowledge Management ◽  
Knowledge Sharing ◽  
Well Being ◽  
Leader Member Exchange ◽  
Psychological Well Being ◽  
Knowledge Sharing Behavior ◽  
Member Exchange ◽  
And Performance ◽  
The Relationship ◽  
Sharing Behavior

Knowledge is considered an essential resource and key to competitiveness. The behavior of sharing knowledge is an essential activity for the prosperity of the organization. For individuals, however, sharing knowledge can present a dilemma by giving up the exclusive right to certain knowledge that they own. This study identifies the psychological well-being as a leading factor in facilitating knowledge-sharing in dilemma situations. The author classified knowledge management behavior into sharing, hiding, and manipulating behavior, and studied them as mediators linking psychological well-being and performance. And to check the influence of the quality of the exchange relationship, leader-member exchange was used as a moderator. For the empirical analysis, 333 members from 12 organizations were surveyed by using different sources and times. Hierarchical regression analysis and bootstrapping analysis were conducted for verification of hypothesis. Results demonstrated that the psychological well-being influence directly on knowledge-sharing, -hiding, and -manipulating behaviors and indirectly on performance. In the multi-mediation test, only knowledge-sharing behavior mediated the relationship between psychological well-being and performance. And the moderating effect of leader-member exchange was significant only in the relationship between psychological well-being and knowledge-sharing behavior. This study contributes to the performance, knowledge management and positive psychology research fields, and suggests practical implications.

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.

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