Guanxi network and leader member exchange

2014 ◽  
Vol 6 (1) ◽  
pp. 64-77 ◽  
Author(s):  
Ishfaq Ahmed ◽  
Wan Khairuzzaman Wan Ismail ◽  
Salmiah Mohamad Amin
Keyword(s):  
Social Exchange ◽  
Structural Equation ◽  
Equation Modeling ◽  
Leader Member Exchange ◽  
Job Outcomes ◽  
Content Type ◽  
Modeling Analysis ◽  
Member Exchange ◽  
Guanxi Network ◽  
Malaysian Chinese

Purpose – This study investigated how leader-member relation and guanxi association create an impetus for creative work involvement (CWI) through feeling of energy (FE). The paper aims to discuss these issues. Design/methodology/approach – A total of 239 Malaysian-Chinese employees occupying various designations in 23 manufacturing organizations were questioned at two points of time. At the first instance, they responded for guanxi network (GN) and leader member exchange associations; and at the second instance, for their FE and creative involvement. Findings – Structural equation modeling analysis showed that social exchange relations (GN and leader member exchange) positively predicted employees' FE which resulted in increased level of CWI. Social implications – This study adds value to the existing literature on guanxi association and signifies that such values are not boundary restricted. Malaysian-Chinese also experience guanxi associations and its impact on their job outcomes. Originality/value – This study covers an unexplored role of GN in improving employees' level of energy and CWI; and mediation of leader-member exchange in the association of GN and energy.

Leader-member exchange and leader identification: comparison and integration

2018 ◽  
Vol 33 (2) ◽  
pp. 122-141 ◽  
Author(s):  
Jie Li ◽  
Stacie Furst-Holloway ◽  
Suzanne S. Masterson ◽  
Larry M. Gales ◽  
Brian D. Blume
Keyword(s):  
Leadership Styles ◽  
Social Exchange ◽  
Structural Equation ◽  
Relative Weight ◽  
Equation Modeling ◽  
Leader Member Exchange ◽  
Cross Sectional ◽  
Content Type ◽  
Member Exchange ◽  
Taking Charge

Purpose The purpose of this paper is to compare and integrate leader-member exchange (LMX) and leader identification (LID) as concurrently functioning mediators between three leadership styles (individual-focused transformational, contingent reward, and benevolent paternalistic) and two citizenship behaviors (helping and taking charge). Design/methodology/approach Data included 395 stable, independent leader-follower dyads from numerous Chinese organizations. Partial least squares structural equation modeling and relative weight analysis were used in data analyses. Findings In established, steady-state leader-member alliances, LMX was the dominant explanation between various leadership styles and helping; whereas LID explained leadership effects on taking charge. Three-stage indirect effects of leadership-LMX-LID-taking charge were found. Also, LMX and LID related to the three focal leadership styles in distinct ways. Research limitations/implications Limitations include cross-sectional data. Strengths include a large, multi-source field sample. Implications include that LMX and LID provide different prosocial motivations; LMX indirectly engenders stronger other-orientation through LID; and the nature of indirect leadership effects via LID is more sensitive to the nature of the focal leadership styles. LMX and LID together provide a package of prosocial motivations. Practical implications Leaders interested in increasing employees’ helping vs taking charge behaviors can be more effective by understanding the different motivational potentials of LMX vs LID. Leaders also need to choose appropriate behavioral styles when they activate LMX vis-à-vis LID. Originality/value This study integrates multiple leadership theories to provide a nuanced account of how social exchange and self-concept explain leadership at the interpersonal level when leadership styles, LMX, and LID are stable.

The impact of leader-member exchange on knowledge sharing and performance

2016 ◽  
Vol 7 (3) ◽  
pp. 289-305 ◽  
Author(s):  
Maryam Sharifkhani ◽  
Javad Khazaei Pool ◽  
Sobhan Asian
Keyword(s):  
Knowledge Sharing ◽  
Structural Equation ◽  
Oil And Gas ◽  
Oil And Gas Industry ◽  
Equation Modeling ◽  
Leader Member Exchange ◽  
Content Type ◽  
Member Exchange ◽  
And Performance ◽  
The Impact

Purpose The purpose of this study is to investigate the relationship between leader-member exchange (LMX), knowledge sharing and performance. Design/methodology/approach To reach the objective, a sample was used which consisted of some oil and gas companies in Singapore with experience in balanced scorecard (BSC) perspectives. The partial least-squares structural equation modeling approach was used to test the model. Findings The results showed that LMX affects knowledge sharing and performance positively and meaningfully. Moreover, knowledge sharing affects performance. Originality/value An integrated model of LMX, knowledge sharing and performance was tested in the oil and gas industry. The combination of a developed country context and the significance of LMX enhances the contextual contribution of the paper.

How leader–member exchange can uplift team’s energy to increase creative work involvement

2016 ◽  
Vol 22 (1/2) ◽  
pp. 75-91 ◽  
Author(s):  
Sara Kahrobaei ◽  
Saeed Mortazavi
Keyword(s):  
Structural Equation ◽  
Equation Modeling ◽  
Leader Member Exchange ◽  
Creative Work ◽  
Manufacturing Companies ◽  
Energy Functions ◽  
Content Type ◽  
Mediating Role ◽  
Analysis Technique ◽  
Member Exchange

Purpose – The purpose of this paper is to examine the effect of leader–member exchange quality on creative involvement of teams in creative work through the mediating role of collective energy comprising of affect, cognitive and behavioral energies. Methodology/approach – In total, a sample of 298 participants in 71 teams working for manufacturing companies producing different auto parts in the eastern part of Iran was examined. A conceptual model was developed, and the hypotheses were analyzed by using structural equation modeling (SEM). Finally, the direct and indirect effects of variables were acquired by a path analysis technique. Findings – The results revealed that, in teams, leader-members exchange indirectly impacts involvement in creative work via affective, cognitive and behavioral energies. Furthermore, affective energy play the most mediating role and behavioral energy my negatively affect involvement in creative work. Originality/value – First, this paper makes a significant contribution to the literature of energy through considering a more panoramic view of it at work. This is the first study in which collective energy functions as a mediating factor in teams. Second, it helps to broaden the scope of research on the relationship between leaders and individuals through multi-level analysis.

Turnover intent of new workers: social exchange perspectives

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Felicito Angeles Jabutay ◽  
Parisa Rungruang
Keyword(s):  
Social Exchange ◽  
Affective Commitment ◽  
Call Centers ◽  
The Philippines ◽  
Task Interdependence ◽  
Equation Modeling ◽  
Turnover Intent ◽  
Leader Member Exchange ◽  
Content Type ◽  
Member Exchange

PurposeThis paper aims to investigate the impact of task interdependence and leader–member exchange, as social exchange variables, on affective commitment and turnover intent of new workers in an industry with high attrition rates. In addition, the paper examines the mediating effects of affective commitment.Design/methodology/approachThe present study drew insights from the literature to formulate hypotheses that link the two social exchange variables on affective commitment and turnover intent. Through the utilization of the data collected from 441 call center agents working for eight call centers in the Philippines, the hypotheses were tested and analyzed using structural equation modeling.FindingsThe results reveal that task interdependence and leader–member exchange are positive antecedents of affective commitment and negative predictors of turnover intent. Further analysis reveals that affective commitment fully mediates the effects of the two social exchange variables on turnover intent.Practical implicationsThe results imply that call centers can help improve new workers' affective commitment and reduce their turnover intent through job designs that can facilitate high task interdependence. Furthermore, training team leaders or supervisors to develop leadership styles that are more focused on people and relationships may also increase the agents' commitment and reduce their quit intention.Originality/valueThis paper is the first to demonstrate that social exchange variables can also impact the affective commitment and turnover intent of new workers in an industry known to have heavy supervisorial monitoring, high demands in terms of work quotas and high turnover rates.

Does leader-member exchange enhance performance in the hospitality industry?

2016 ◽  
Vol 28 (5) ◽  
pp. 969-987 ◽  
Author(s):  
Chung-Jen Wang
Keyword(s):  
Structural Equation ◽  
Hospitality Industry ◽  
Employee Performance ◽  
Equation Modeling ◽  
Leader Member Exchange ◽  
Content Type ◽  
Task Motivation ◽  
Member Exchange ◽  
And Performance ◽  
The Relationship

Purpose This paper aims to integrate leader–member exchange (LMX), creativity and performance research and to develop a model to investigate the relationships among LMX, task motivation, creativity and performance in the hospitality industry. Design/methodology/approach Structural equation modeling (SEM) with bootstrap estimation was conducted with a sample of 312 leader–employee dyadic data from international tourist hotels in Taiwan. Findings The results revealed that LMX positively affected performance and creativity. Most important of all, task motivation was found to mediate the relationship between LMX and creativity, while both task motivation and creativity were found to mediate the relationship between LMX and performance. Research limitations/implications With efforts to combine research variables into a unified theoretical model, this study is the first in the field of hospitality research which explores the two-path mediating effects of these relationships in an integrated SEM framework. More specifically, this study provides a synthesized perspective with bootstrap analyses to broaden hotel research with regard to LMX and examine its influences on employees’ creativity and performance. Practical implications The results of this study suggest that human resource departments in hotel companies should provide training programs for supervisors and employees to enhance their reciprocal relationships, and establish reward mechanisms to encourage the development of more creative services at work. Originality/value This study added to the literature with its use of a non-Western sample, and extended the prior research in the context of the hospitality industry. Overall, the conclusions provide empirical evidence in an integrated model that task motivation can strengthen the influence of LMX on creativity and can also nourish the influence of creativity on employee performance.

Cognitive leader–member exchange differences between supervisors and subordinates

2019 ◽  
Vol 68 (4) ◽  
pp. 817-837
Author(s):  
Yan Shen
Keyword(s):  
Social Exchange ◽  
Positive Relationship ◽  
Moderating Effect ◽  
Equation Modeling ◽  
Leader Member Exchange ◽  
Moderating Effects ◽  
Content Type ◽  
Paired Samples ◽  
Member Exchange ◽  
The Relationship

PurposeThe purpose of this paper is to reveal the influence of organizational identification (OI) on organizational citizenship behavior (OCB) directed toward organization (OCB-O) and OCB directed toward individuals (OCB-I), and explore the moderating effects of turnover intention (TI) and the differences of the moderating effects of supervisors’ ratings of leader–member exchange quality (LMX-L) and subordinates’ ratings of LMX quality (LMX-S) in the process.Design/methodology/approachBased on social exchange theory, this study took administrative staff of private small and medium enterprises in China as population. A paired-samples design was used, and 437 valid paired samples were collected finally. Data analyses were conducted by using structural equation modeling.FindingsOI indicated a positive influence on both OCB-O and OCB-I. TI showed a negative moderating effect on the positive relationship between OI and OCB-I, but no significant moderating effect on the positive relationship between OI and OCB-O. LMX-L and LMX-S were not in one same direction and showed different moderating levels. LMX-L had no significant effects on the relationship between OI and OCB-O, nor did on the relationship between OI and OCB-I. On the other hand, LMX-S strengthened both the positive relationship between OI and OCB-O, and the positive relationship between OI and OCB-I.Originality/valueThis study explored the relationships from social exchange perspective, found that OCB-O and OCB-I had different formation mechanisms and should be explored as distinct variables, and confirmed that it was necessary to use the paired-samples design when studying dyadic phenomena.

Leader–member exchange mediates the relationship between workplace fun and employee creativity

2021 ◽  
Vol 49 (10) ◽  
pp. 1-8
Author(s):  
Yuan Fang ◽  
Bin Meng ◽  
Yitong Liu ◽  
Jinhua Liu
Keyword(s):  
Structural Equation ◽  
Mediating Effect ◽  
Equation Modeling ◽  
Leader Member Exchange ◽  
Positive Outcomes ◽  
Employee Creativity ◽  
Modeling Analysis ◽  
Workplace Fun ◽  
Member Exchange ◽  
The Relationship

Although previous researchers have explored positive outcomes of workplace fun, the workplace fun–employee creativity relationship has received little attention. We investigated the link between workplace fun and employee creativity, and the mediating effect of leader–member exchange (LMX) on this relationship. Participants comprised 226 subordinates and 45 supervisors from Chinese stateowned companies. We employed structural equation modeling analysis to examine the hypotheses. Results show that workplace fun did not have a significant direct relationship with employee creativity. However, LMX fully mediated the workplace fun–employee creativity link. These results suggest that, to promote employee creativity, organizations should create a fun work environment in which employees can develop high-quality LMX.

How leader–member exchange affects job embeddedness and job dedication through employee advocacy

2022 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Yilmaz Akgunduz ◽  
Selcen Seda Turksoy ◽  
Mehmet Alper Nisari
Keyword(s):  
Social Exchange ◽  
Structural Equation ◽  
Reliability And Validity ◽  
Critical Factor ◽  
Job Embeddedness ◽  
Mediating Effect ◽  
Leader Member Exchange ◽  
High Quality ◽  
Content Type ◽  
Member Exchange

PurposeCompatible with the principles of leader–member exchange (LMX) theory and social exchange theory (SET), the study explores the effect of LMX on job embeddedness and job dedication and the mediating role of employee advocacy.Design/methodology/approachThe data were gathered via a survey at four hotels in Izmir. To test the reliability and validity, 194 valid questionnaires were subjected to confirmatory factor analysis and path analysis. Structural equation modelling was used to test the hypothesized relationships.FindingsThe results show that high quality LMX and employee advocacy increase the hotel employees' job embeddedness and job dedication. In addition, the results show that employee advocacy has a partial mediating effect on the relationships between LMX and job embeddedness, and between LMX and job dedication.Originality/valueAlthough past researches have examined both various determinants of employee job embeddedness and job dedication, and consequences of high-quality LMX, they have ignored a critical factor, which is employee advocacy. This current study addresses this research gap by investigating the interrelations between LMX and job embeddedness, and job advocacy through employee advocacy in hotels. Moreover, this research is the first empirical study that analyzes the relationships between LMX, job embeddedness, job dedication and employee advocacy in the same model. Therefore, this research contributes to hospitality literature by filling this gap.

scholarly journals Worse-off than others? Abusive supervision’s effects in teams

2018 ◽  
Vol 33 (6) ◽  
pp. 418-436 ◽  
Author(s):  
Chen Zhao ◽  
Zhonghua Gao ◽  
Yonghong Liu
Keyword(s):  
Structural Equation ◽  
Relative Deprivation ◽  
Abusive Supervision ◽  
Multilevel Structural Equation Modeling ◽  
Equation Modeling ◽  
Leader Member Exchange ◽  
Group Model ◽  
Negative Consequences ◽  
Content Type ◽  
Member Exchange

Purpose The purpose of this paper is to examine how relative abusive supervision (i.e. team member’s perceived abusive supervision as compared with the team mean) influences team member’s job attitudes through the mediating role of relative leader–member exchange. This study also explores the cross-level moderating roles of team-level abusive supervision and team-level leader–member exchange (LMX) in the process. Design/methodology/approach This study used two-wave data from 1,479 employees in 145 work teams, and tested a cross-level moderated mediation model using multilevel structural equation modeling. Findings Results demonstrate that the negative indirect effects of relative abusive supervision on job satisfaction and team affective commitment through relative LMX are stronger when team-level abusive supervision is low rather than high. Originality/value Integrating LMX theory with a relative deprivation perspective, this study conceptualizes and operationalizes relative abusive supervision, develops an individual-within-group model of abusive supervision’s consequences in teams and demonstrates a cross-level moderating effect of team-level abusive supervision in buffering relative abusive supervision’s negative consequences.

Residents’ perceptions of the impact of tourism in Abu Dhabi, United Arab Emirates

2017 ◽  
Vol 11 (4) ◽  
pp. 551-572 ◽  
Author(s):  
Nada Hammad ◽  
Syed Zamberi Ahmad ◽  
Avraam Papastathopoulos
Keyword(s):  
United Arab Emirates ◽  
Social Exchange ◽  
Structural Equation ◽  
Social Exchange Theory ◽  
Cultural Influences ◽  
Abu Dhabi ◽  
Equation Modeling ◽  
Content Type ◽  
The Social ◽  
The Impact

Purpose This paper aims to investigate residents’ perceptions of tourism’s impact on their support for tourism development in Abu Dhabi, United Arab Emirates (UAE). Design/methodology/approach Data were collected using self-administered questionnaires from Abu Dhabi residents (n = 407), who represented 30 nationalities residing in the emirate. Based on social exchange theory, structural equation modeling was used to test hypotheses. Findings Results suggest that Abu Dhabi residents perceive the impacts of tourism positively and are more sensitive to the environmental and economic influences of tourism than the social and cultural influences. Research limitations/implications This study was limited to Abu Dhabi residents; findings cannot be generalized to other emirates in the UAE, or other countries. Originality/value This study adds value to extant tourism literature by investigating residents’ perceptions of the influence of tourism in one of the richest cities worldwide, which aspires to be one of the fastest growing tourism destinations in the Middle East.

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