Safety-related behavior as a social exchange: The role of perceived organizational support and leader–member exchange.

1999 ◽  
Vol 84 (2) ◽  
pp. 286-296 ◽  
Author(s):  
David A. Hofmann ◽  
Frederick P. Morgeson
Keyword(s):  
Social Exchange ◽  
Organizational Support ◽  
Perceived Organizational Support ◽  
Leader Member Exchange ◽  
Member Exchange

The Effects of Perceived Organizational Support and Leader-Member Exchange on Contextual Performance

2019 ◽  
pp. 18-35
Author(s):  
Çağlar Doğru
Keyword(s):  
Social Exchange ◽  
Organizational Support ◽  
Social Exchange Theory ◽  
Perceived Organizational Support ◽  
Contextual Performance ◽  
Leader Member Exchange ◽  
Bank Branches ◽  
Positive Effects ◽  
Member Exchange ◽  
Positive Effect

In this research, the relationship between perceived organizational support (POS) and leader- member exchange (LMX) with contextual performance is analyzed on the basis of social exchange theory and the norm of reciprocity. To achieve this, data was collected from 314 employees working in twenty-five bank branches in Ankara, Turkey. According to the correlation analysis, it has been found statistically significant that POS and LMX have positive relationships with contextual performance. Besides, affect, loyalty, contribution and professional respect dimensions of LMX have positive and significant relationships in terms of statistics with contextual performance. According to multiple regression analysis, the positive effect of POS on contextual performance has been found statistically significant. Similarly, the positive effect of LMX on contextual performance has been found statistically significant, too. Again, it has been identified that the positive effects of affect, loyalty, contribution and professional respect dimensions of LMX on contextual performance are statistically significant.

Leader–member exchange, employee turnover intention and presenteeism: the mediating role of perceived organizational support

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Ing-Chung Huang ◽  
Pey-Lan Du ◽  
Li-Fan Wu ◽  
Jennet Achyldurdyyeva ◽  
Li-Chang Wu ◽  
...  
Keyword(s):  
Organizational Support ◽  
Turnover Intention ◽  
Perceived Organizational Support ◽  
High Tech ◽  
Leader Member Exchange ◽  
Content Type ◽  
Mediating Role ◽  
Member Exchange ◽  
Organization Support

PurposeThe purpose of this paper is to report the findings of a study that examines the influence of leader–member exchange (LMX) on employees' turnover intention and presenteeism with the mediating role of perceived organizational support in the context of the semiconductor industry.Design/methodology/approachAn empirical study based on a sample of 124 department managers and 241 team members in five high-tech companies in Taiwan. Structural equation modelling analysis was used for hypothesis testing.FindingsThe results reveal that perceived organization support significantly relates to employees' turnover intention and mediates the relationship between LMX and turnover intention. Additionally, employees' presenteeism is influenced by perceived LMX.Practical implicationsThe results of the study are of high importance for high-tech companies, which continuously strive for innovation efficiency and sustainability. Managers and practitioners could benefit from better understanding regarding the importance of perceived organization support and LMX in affecting employee behaviours and company performance.Originality/valueThe present study finds a significant positive relationship between LMX and presenteeism, which is contrary to the previous research.

Effect of leaders’ implicit followership theory on subordinates’ career success

2019 ◽  
Vol 47 (5) ◽  
pp. 1-14 ◽  
Author(s):  
Peng Gao ◽  
Weiku Wu
Keyword(s):  
Social Exchange ◽  
Organizational Support ◽  
Career Success ◽  
Social Exchange Theory ◽  
Perceived Organizational Support ◽  
Cognitive Theory ◽  
Exchange Theory ◽  
Leader Member Exchange ◽  
Member Exchange ◽  
The Relationship

We explored the relationship between positive leaders’ implicit followership theory (LIFT) and employees’ career success using cognitive information processing theory and social exchange theory. Data were obtained from 296 employees and their immediate superiors at 12 large Chinese enterprises. Results showed that positive LIFT had a significantly positive effect on employees’ career success, that this positive relationship was partially mediated by leader–member exchange and perceived organizational support, and that leaders’ liking for their followers moderated the relationship between positive LIFT and leader–member exchange/perceived organizational support. We have not only extended the application of cognitive theory in leadership research, but also enriched the content of social exchange theory.

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