scholarly journals To What Extent is Leader-member Exchange and Psychological Safety Able to Influence Counterproductive Work Behavior? Evidence from the Hospitality Industry in Surabaya, Indonesia

2020 ◽  
Vol 76 ◽  
pp. 01001
Author(s):  
Adrie Oktavio
Keyword(s):  
Psychological Safety ◽  
Counterproductive Work Behavior ◽  
Negative Influence ◽  
Work Behavior ◽  
Leader Member Exchange ◽  
Analysis Tool ◽  
Research Model ◽  
Hotel Employees ◽  
Member Exchange ◽  
Positive Effect

Counterproductive work behavior (CWB) is a form of behavioral and unethical deviation that can threaten the existence of companies including the hotel industries that uphold the values of hospitality in their services. This study analyzes how CWB can be anticipated or minimized its appearance through the improvement of leader-member exchange (LMX) and psychological safety quality relationships as its mediation. The results of the study using the SmartPLS analysis tool on 124 hotel employees showed that LMX directly had a negative influence on CWB. On the other hand, LMX had a positive effect on psychological safety. However, psychological safety did not have an influence on CWB, so psychological safety is also unable to act as mediation in this research model.

The Role of Leader-Member Exchange Relations and Individual Differences on Counterproductive Work Behavior

2021 ◽  
pp. 003329412198929
Author(s):  
Chad Newton ◽  
Richard Perlow
Keyword(s):  
Individual Differences ◽  
Negative Emotion ◽  
Abusive Supervision ◽  
Counterproductive Work Behavior ◽  
Moderating Effect ◽  
Self Control ◽  
Work Behavior ◽  
Leader Member Exchange ◽  
Member Exchange

Although researchers have documented relations between abusive supervision and subordinate counterproductive work behavior (CWB), might CWB result from non-abusive treatment? We address the question by examining the relation between leader-member relations (LMX) and CWB as well as potential mediators and moderators of that relation. One hundred and eighty subordinates completed surveys assessing their LMX quality, entitlement, negative emotions, self-control, and CWB. Twenty-six supervisors also provided CWB data on 88 of those subordinates. We found that subordinates reporting lower quality relations with their supervisors were more likely to experience CWB than other subordinates and that anger mediated that relation. There was some support for the moderating effect of self-control on the negative emotion – CWB relation. Entitlement did not moderate the LMX – anger relation as hypothesized. One implication is that supervisors do not have to treat their subordinates poorly for the subordinates to react negatively and engage in behavior detrimental to their organization.

scholarly journals Leader–Member Exchange in Mediating Interpersonal Justice and Informational Justice Climate toward Counterproductive Work Behavior

2020 ◽  
Vol 55 (4) ◽  
Author(s):  
Yuni Siswanti ◽  
Heru Kurnianto Tjahjono ◽  
Arif Hartono ◽  
Wisnu Prajogo
Keyword(s):  
Hierarchical Linear Modeling ◽  
Counterproductive Work Behavior ◽  
Work Behavior ◽  
Leader Member Exchange ◽  
Linear Modeling ◽  
Interpersonal Justice ◽  
Informational Justice ◽  
Individual Level ◽  
Member Exchange ◽  
Justice Climate

This cross-level study (individual level) examines the influence of interpersonal justice climate and informational justice climate (unit level) on counterproductive work behavior (individual level). The study also examines the role of leader–member exchange (individual level) in mediating the influence of these climates on counterproductive work behavior. The study was carried out by distributing a questionnaire to non-civil-servant lecturers in three new state universities in Indonesia. Of the questionnaires distributed, 399 were returned completely filled out and were then processed using hierarchical linear modeling. Hierarchical linear modeling is the appropriate analysis tool for examining cross-level models in which there is variance at both the individual level and the group level, with individual-level outcomes. The hierarchical linear modeling method still considers variance both within and between units and the role of both individuals and units simultaneously. The instruments were tested using confirmatory factor analysis, and reliability tests were carried out by looking at the coefficient of Cronbach’s alpha. The results of the hypothesis test show that while interpersonal and informational justice climates do not have an influence on counterproductive work behavior (H1 and H2 not accepted), they do have a significant influence on leader–member exchange (H3 and H4 accepted), which itself has a positive influence on counterproductive work behavior (H5 accepted). The test results for H6 and H7 show leader–member exchange fully mediates the influence of interpersonal and informational justice climate on counterproductive work behavior. The results of this study encourage further discussion and open opportunities for cross-level research with different variables and objects.

scholarly journals TO EXAMINE LEADER-MEMBER EXCHANGE AS MODERATING VARIABLE ON THE INFLUENCE OF EMPLOYEE PSYCHOLOGICAL UNCERTAINTY TOWARD EMPLOYEES’ JOB SATISFACTION AND TURNOVER INTENTION

2019 ◽  
Vol 1 (1) ◽  
Author(s):  
Muhammad Zakiy
Keyword(s):  
Job Satisfaction ◽  
Organizational Change ◽  
Turnover Intention ◽  
Negative Influence ◽  
Positive Influence ◽  
Leader Member Exchange ◽  
Member Exchange ◽  
Relationship Of ◽  
The Impact

The studies revealed that organizational change could create employee’s psychological uncertainty. However, this study argues that the quality of leader-member exchange enables to control the impact of the psychological uncertainty during the change toward employee’s attitude. This study represents job satisfaction and turnover intention as proxy of employee’s attitude for that matter. Based on social exchange theory, quality relationship of leader and employees affects on the relationship of psychological uncertainty and employee’s job satisfaction and turnover intention. This study selected private hospitals experiencing the changes of operational system for complying with national health security system. This study conducted cross-section survey for individual level-analysis. This study produces some findings. Firstly, the LMX has been failed to reduce the negative influence of psychological uncertainty towards employee’s job satisfaction, although the quality of the LMX was good. employee’s job satisfaction is more perceived as  personal afective state experienced during the organizational change. Secondly, the LMX has been successfully moderated the positive influence of the psychological uncertainty towards employee’s turnover intention.The data were collected by using questioners, distributed to the employees who worked in hospitals in Yogyakarta Province. There were 193 questioners that could be collected and analyzed by using Moderated Regression Analysis (MRA) to test the hypothesis by using SPSS application version 21. The result of the study shows that psychological uncertainty had negative correlation to employee’s job satisfaction and positive influence to psychological uncertainty toward turnover intention. Besides, LMX was proven to moderate positive influence of psychological uncertainty toward turnover intention, but it could not moderate negative influence of psychological uncertainty toward job satisfaction. 

scholarly journals PENGARUH LEADER MEMBER EXCHANGE (LMX) DAN ORGANIZATIONAL CITIZENSHIP BEHAVIOR (OCB) TERHADAP INNOVATIVE WORK BEHAVIOR (IWB) UNTUK MENINGKATKAN KINERJA ORGANISASI (STUDI PADA PT. (PERSERO) ANGKASA PURA I BANDAR UDARA INTERNASIONAL HASANUDDIN)

2018 ◽  
Vol 14 (3) ◽  
pp. 217-227
Author(s):  
Nurdjanah Hamid
Keyword(s):  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Work Behavior ◽  
Citizenship Behavior ◽  
Leader Member Exchange ◽  
Probability Sampling ◽  
Innovative Work Behavior ◽  
Member Exchange ◽  
Innovative Work

Penelitian ini bertujuan untuk mengetahui pengaruh langsung dan tidak langsung leader member exchange (LMX), organizational citizenship behavior (OCB) dan innovative work behavior (IWB) terhadap kinerja organisasi pada PT. Persero Angkasa Pura I Bandar Udara Internasional Sultan Hasanuddin Makassar. Penelitian ini menggunakan pendekatan kuantitatif dan analisis jalur dengan bantuan Amos ver. 21. Data diperoleh melalui penyebaran kuesioner dan wawancara langsung kepada responden dengan menggunakan metode pemilihan sampel probability sampling dengan jumlah sampel sebanyak 146 orang. Hasil Penelitian menunjukkan bahwa LMX berpengaruh positif dan signifikan terhadap IWB dan OCB berpengaruh positif dan signifikan terhadap IWB. LMX memiliki pengaruh terhadap Kinerja organisasi. OCB memiliki pengaruh positif dan signifikan terhadap kinerja organisasi. IWB memiliki pengaruh positif dan signifikan terhadap kinerja organisasi. LMX berpengaruh positif dan signifikan kinerja organisasi melalui IWB. OCB memiliki pengaruh positif dan signifikan terhadap kinerja organisasi melalui IWB.

Exploring hotel employees’ regulatory foci and voice behavior: the moderating role of leader-member exchange

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
You-De Dai ◽  
Wen-Long Zhuang ◽  
Po-Kai Yang ◽  
Yi-Jun Wang ◽  
Tzung-Cheng Huan
Keyword(s):  
Convergent Validity ◽  
Discriminant Validity ◽  
Future Research ◽  
Leader Member Exchange ◽  
Voice Behavior ◽  
Content Type ◽  
Hotel Employees ◽  
Member Exchange ◽  
Moderating Role

Purpose Drawing on leader-member exchange theory and regulatory focus theory, the purpose of this study is to explore the effects of hotel employees’ regulatory foci on their voice behavior and the moderating role of leader-member exchange. Design/methodology/approach The questionnaire includes demographics, regulatory foci, leader-member exchange and voice behavior sections. The data was collected via a survey of 10 international tourist hotels in Taiwan and 479 valid questionnaires were completed. Confirmatory factor analysis and path analysis were used to test the composite reliability, discriminant validity and convergent validity. Multiple regression analysis was used to test the hypotheses. Findings The outcome of this study indicates that both promotion focus and prevention focus can benefit employees’ voice behavior; however, prevention-focused employees have more positive voice behavior than promotion-focused employees. In addition, the leader-member exchange can moderate the relationship between regulatory foci and voice behavior. Originality/value This is an empirical study in the hotel field to examine the moderating effects of leader-member exchange on the relationships between regulatory foci and voice behavior. This research is contributed toward human resource management literature in the hospitality and tourism domain. Practices for managers and suggestions for future research are discussed.

Understanding team-level career mentoring by leaders and its effects on individual team-source learning: The effects of intra-group processes

2009 ◽  
Vol 62 (11) ◽  
pp. 1635-1666 ◽  
Author(s):  
Ethlyn A. Williams ◽  
Terri A. Scandura ◽  
Mark Gavin
Keyword(s):  
Peer Mentoring ◽  
Banking Industry ◽  
Group Processes ◽  
Leader Member Exchange ◽  
Mediating Effects ◽  
Career Support ◽  
Team Members ◽  
New Model ◽  
Member Exchange ◽  
Positive Effect

Team-level career mentoring by supervisors is conceptualized as mentoring that provides career support for all team members. A new model of mentoring and individual team-source learning is presented. Data from 192 individuals in 37 intact work groups in the banking industry were used to examine how intra-group processes might influence the team mentoring process. Team-level leader-member exchange, peer mentoring, and proactive member behavior were examined for their influence on team-level career mentoring by supervisors. Our results suggest that aspects of the team context (represented by mean leader-member exchange and mean peer mentoring) influenced team-level career mentoring. Team-level career mentoring (TCM) had a positive effect on individual team-source learning and had mediating effects on the relationships between the team contextual factors and individual team-source learning. The implications of this research for studying supervisory team-level career mentoring are discussed.

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