The moderating effect of leader member exchange on the relationship between workplace ostracism and psychological distress

2019 ◽  
Vol 11 (2) ◽  
pp. 146-158 ◽  
Author(s):  
Youngkeun Choi
Keyword(s):  
Psychological Distress ◽  
Emotional Exhaustion ◽  
Moderating Effect ◽  
Survey Method ◽  
Leader Member Exchange ◽  
Content Type ◽  
Job Tension ◽  
Workplace Ostracism ◽  
Member Exchange ◽  
The Relationship

Purpose Based on the conservation of resources theory, the purpose of this paper is to develop and test the relationship between workplace ostracism and psychological distress of male employees. And depending on the leader member exchange (LMX) theory, it assumes that the relationship between workplace ostracism and psychological distress of male employees is moderated by the LMX. Design/methodology/approach For this, this study used a survey method and multiple regression analyses with multi-source data from 226 male Korean employees and their supervisors. Findings The results suggest the following. First, workplace ostracism was positively associated with job tension, emotional exhaustion and depressed moods at work for male employees. Second, there was a stronger positive relationship between workplace ostracism and job tension, or emotional exhaustion for male employees with low, as opposed to those with high, levels of LMX. Originality/value This study is the first one to examine the moderating effect of LMX on the relationship between workplace ostracism and psychological distress of male employees.

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.

Moderating effect of perceived organizational support on the relationship between leader–member exchange and expatriate voice in multinational banks

2019 ◽  
Vol 41 (5) ◽  
pp. 898-913
Author(s):  
Peter Jih-Hsin Sher ◽  
Wen-Long Zhuang ◽  
Ming-Chieh Wang ◽  
Chun-Jung Peng ◽  
Chun-Han Lee
Keyword(s):  
Host Country ◽  
Organizational Support ◽  
Perceived Organizational Support ◽  
Home Country ◽  
The Philippines ◽  
Moderating Effect ◽  
Leader Member Exchange ◽  
Content Type ◽  
Member Exchange ◽  
The Relationship

Purpose The purpose of this paper is to examine the effects of home and host country leader–member exchange (LMX) on expatriate voice and determine whether perceived organizational support (POS) moderates the relationship between home or host country LMX and expatriate voice. Design/methodology/approach This study surveyed 300 expatriates (expatriation of at least six months) working for Taiwanese banks. The participants had expatriated to Cambodia, Indonesia, Japan, Malaysia, Myanmar, the Philippines, Singapore, the USA and Vietnam. Convenience sampling was adopted. Findings Based on an analysis of 132 expatriates working for Taiwanese banks, home and host country LMX were positively related to expatriate voice. Moreover, host country LMX accounted for more variance in expatriate voice than home country LMX did. Financial POS moderated the relationship between home country LMX and expatriate voice. Career POS and adjustment POS moderated the relationships between home and host country LMX and expatriate voice. Originality/value In the field of expatriate management, whether expatriate voice is influenced by home and host country LMX requires further exploration. To the best of the authors’ knowledge, this is the first study to examine the effects of home and host country LMX on expatriate voice in host countries, as well as the moderating effect of POS on the aforementioned relationships.

Workplace ostracism and work-to-family conflict among female employees: moderating role of perceived organisational support

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Youngkeun Choi
Keyword(s):  
Organizational Support ◽  
Family Conflict ◽  
Perceived Organizational Support ◽  
Survey Method ◽  
Content Type ◽  
Female Employee ◽  
Workplace Ostracism ◽  
Perceived Organisational Support ◽  
Female Employees ◽  
The Relationship

Purpose Based on the conservation of resources theory, this study aims to develop and test the relationship between workplace ostracism and the work-to-family conflict of a female employee. And, it assumes that the direct link between workplace ostracism and the work-to-family conflict of a female employee is moderated by perceived organizational support. Design/methodology/approach For this, this study used a survey method and multiple regression analyses with multi-source data from 226 Korean female employees. Findings The results suggest the following. First, workplace ostracism was positively associated with the work-to-family conflict of a female employee. Second, there was a stronger positive relationship between workplace ostracism and work-to-family conflict for female employees with low as opposed to those with high levels of perceived organizational support. Originality/value To the best of author’s knowledge, this study is the first one to examine the moderating effect of perceived organizational support on the relationship between workplace ostracism and the work-to-family conflict of a female employee.

Dual crossover mechanisms of benevolent supervision on followers' contextual performance and emotional exhaustion alleviation

2022 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Ya-Ting Chuang ◽  
Hua-Ling Chiang ◽  
An-Pan Lin ◽  
Yung-Chih Lien
Keyword(s):  
Social Exchange ◽  
Leadership Style ◽  
Emotional Exhaustion ◽  
Contextual Performance ◽  
Conservation Of Resources ◽  
Content Type ◽  
Performance Orientation ◽  
Member Exchange ◽  
The Relationship ◽  
Practical Implications

PurposeAdopting conservation of resources (COR) theory as a guiding framework, this study proposes that benevolent supervision (BS) is a feasible leadership style for building a positive resource gain process in subordinates' extra-role actions and reducing their exhaustion, and leader-member exchange (LMX) and positive affect (PA) serve as indirect crossover mechanisms.Design/methodology/approachSurveys were conducted at three-time points with four-week intervals. A total of 304 subordinates and 55 supervisors at a Taiwanese university participated in the surveys, and a multilevel model was used to test the hypotheses.FindingsThe results showed that prior BS (time 1) was positively associated with subordinates' subsequent LMX and PA (time 2). LMX mediated the relationship between BS and subsequent supervisor-rated contextual performance (time 3), and PA mediated the relationship between BS and subordinate-rated emotional exhaustion (time 3). In addition, supervisors' learning orientation positively moderated the relationship between BS and contextual performance via LMX, whereas supervisors' performance orientation negatively moderated this relationship.Practical implicationsThe results of the study encourage leaders to exhibit benevolence toward subordinates, increase subordinates' contextual performance and enhance personal feelings, thereby ultimately benefitting the organization.Originality/valueThis study reveals that BS is a source of resource investment in the process of subordinates' positive job (contextual performance) and personal (emotional exhaustion) resource gains through social exchange (LMX) and affective (PA) crossover mechanisms and that supervisors' goal inclinations impact this process.

scholarly journals Social identity theory and leader–member exchange: individual, dyadic and situational factors affecting the relationship between leader–member exchange and job performance

2020 ◽  
Vol 17 (3) ◽  
pp. 133-152
Author(s):  
Gregory Thrasher ◽  
Marcus Dickson ◽  
Benjamin Biermeier-Hanson ◽  
Anwar Najor-Durack
Keyword(s):  
Social Work ◽  
Social Identity ◽  
Job Performance ◽  
Social Identity Theory ◽  
Value Congruence ◽  
Leader Member Exchange ◽  
Content Type ◽  
Member Exchange ◽  
The Relationship ◽  
Rated Performance

Purpose This study aims to integrate social identity and leader–member exchange (LMX) theory to investigate the processes and boundary conditions around LMX–performance relationships. Through the application of two leader–follower subsamples, the authors test three main objectives. What is the effect of multi-dimensional dyad value-congruence on LMX and how does congruence on these dimensions differentially influence leader and follower perceptions of LMX? In a subsample of followers including supervisor-rated performance, the authors develop a model that examines how individual values moderate the effect of dyad contact on supervisor-rated job performance mediated by follower LMX. Design/methodology/approach The participants for this study include graduate and undergraduate social work students who were taking part in a one-year work placement within a social work organization as well as their immediate supervisors. Across a four-month period, participants filled out measures of their supervisor contact, work values and LMX. Supervisor-rated performance was also included. Findings Findings from the dyadic subsample show that growth value congruence is a predictor of follower-rated LMX, with value congruence across all values having no effect on leader-rated LMX. Within a subsample of followers, findings suggest that follower-rated LMX mediates the relationship between dyad contact and supervisor-rated job performance, with individual work values moderating this effect. Originality/value The current study offers several contributions to the literature on LMX and job performance. First, in this study’s dyadic leader–follower sample, the authors extend propositions made by social identity theory around value congruence and LMX by offering support for a multi-dimensional and multi-target approach to questions of values and LMX. Second, within this study’s larger non-dyadic sample, the authors offer insights into previous conflicting findings around dyad contact and LMX, by offering support for the indirect effect of dyad contact on supervisor-rated performance via LMX. Third, within this second sample, the authors also extend the literature on values and LMX to show that the process through which LMX influences job performance is dependent on follower values.

Coping with workplace ostracism: the roles of emotional exhaustion and resilience in deviant behavior

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Hongyan Jiang ◽  
Xianjin Jiang ◽  
Peizhen Sun ◽  
Xiuping Li
Keyword(s):  
Emotional Exhaustion ◽  
Mediation Analysis ◽  
Deviant Behavior ◽  
Moderated Mediation ◽  
Content Type ◽  
Manufacturing Enterprises ◽  
Mediating Role ◽  
Workplace Ostracism ◽  
The Relationship

PurposeThe purpose of this paper is to explicate the relationship between workplace ostracism and deviant behavior, and further test the mediating role of emotional exhaustion and the moderating role of resilience.Design/methodology/approachA sample of 409 first-line production workers from four manufacturing enterprises in China was collected. A moderated mediation analysis was employed to test the hypotheses and examine the relationships proposed in the research framework.FindingsThe findings indicate that emotional exhaustion could mediate the relationship between workplace ostracism and deviant behavior. Moreover, the results from the moderated mediation analysis suggest that the mediation of emotional exhaustion is moderated by resilience such that with a higher level of resilience, the mediation effect of emotional exhaustion becomes weaker.Research limitations/implicationsThe participants of this study are limited to manufacturing enterprises, and thus our findings may not be equally valid for other types of industries. Meanwhile, this study is a cross-sectional research that could not explain the causal relationship between workplace ostracism and deviant behavior.Practical implicationsThe present research can offer some managerial implications about how to avoid the occurrence of workplace ostracism and deviant behavior for organizations.Originality/valueThis study constructs a moderated mediation model by introducing the potential mediating role of emotional exhaustion and the moderating effect of resilience in order to reveal the mechanism through which workplace ostracism relates to deviant behavior. Our research not only integrates and enriches the ideas of the Stress-Non-Equilibrium-Compensation Approach and the Transactional Model of Stress and Coping Theory but could also inform future management practices for mitigating the negative consequences of workplace ostracism.

Nationality diversity and leader–Member exchange at multiple levels of analysis

2019 ◽  
Vol 38 (1) ◽  
pp. 20-39 ◽  
Author(s):  
Shaun Pichler ◽  
Beth Livingston ◽  
Andrew Yu ◽  
Arup Varma ◽  
Pawan Budhwar ◽  
...  
Keyword(s):  
Multilevel Model ◽  
Deep Level ◽  
Levels Of Analysis ◽  
Leader Member Exchange ◽  
Content Type ◽  
Surface Level ◽  
Member Exchange ◽  
Multiple Levels ◽  
The Relationship ◽  
Nationality Diversity

PurposeThe diversity literature has yet to investigate relationships between diversity and leader–member exchanges (LMX) at multiple levels of analysis. The purpose of this paper is to test a multilevel model of nationality diversity and LMX. In doing so, the authors investigate the role of surface- and deep-level diversity as related to leader–member exchange differentiation (LMXD) and relative LMX (RLMX), and hence to subordinate job performance.Design/methodology/approachThe authors test a multilevel model of diversity and LMX using multisource survey data from subordinates nesting within supervisors. The authors do so in a context where diversity in nationality is pervasive and plays a key role in LMXs, i.e., a multinational organization in Dubai. The authors tested the cross-level moderated model using MPlus.FindingsThe results suggest surface-level similarity is more important to RLMX than deep-level similarity. The relationship between surface-level similarity and RLMX is moderated by workgroup nationality diversity. When workgroups are more diverse, there is a positive relationship between dyadic nationality similarity and RLMX; when workgroups are less diverse, similarity in nationality matters less. Moreover, LMXD at the workgroup level moderates the relationship between RLMX and performance at the individual level.Originality/valueThis study is one of very few to examine both diversity and LMX at multiple levels of analysis. This is the first study to test the workgroup diversity as a cross-level moderator of the relationship between deep-level similarity and LMX. The results challenge the prevailing notion that that deep-level similarity is more strongly related to LMX than surface-level diversity.

The relationship between leader construal level and leader-member exchange relationship

2019 ◽  
Vol 40 (8) ◽  
pp. 845-859
Author(s):  
Sevgi Emirza ◽  
Alev Katrinli
Keyword(s):  
Interactive Effect ◽  
Demographic Characteristics ◽  
Construal Level ◽  
Relational Demography ◽  
Leader Member Exchange ◽  
Content Type ◽  
Member Exchange ◽  
Demographic Similarity ◽  
The Relationship

Purpose The purpose of this paper is to investigate the effect of leader’s construal level, which is the tendency of the leader to construe things abstractly or concretely, on leader-member exchange (LMX) quality and the moderating role of relational demography, which is the comparative similarity between supervisor and subordinate in demographic characteristics. The authors hypothesize a positive relationship between leader construal level and the quality of relationship, such that, as the leader’s construal level increases and becomes more abstract, the quality of relationship improves. Furthermore, demographic similarity is expected to moderate the relationship between leader construal level and LMX quality. Design/methodology/approach Data were collected from 159 employees with an online questionnaire. Hierarchical regression analysis was used for hypothesis testing. Findings Results show that the leader’s construal level is positively associated with LMX quality. Moreover, demographic similarity moderates this relationship such that when subordinate and supervisor have similar demographic characteristics, the effect of leader construal level on LMX is higher. Originality/value This study addresses the call for further research on leader-related antecedents of LMX by showing that leader construal level predicts relationship quality. This study also enhances our understanding of how to leverage the construal level in leadership research. Moreover, this study provides a deeper and more integrated understanding regarding the development of LMX relationships by delineating the interactive effect of leader-related features and relational demography.

Prototyping, customer involvement, and speed of information dissemination in new product success

2016 ◽  
Vol 31 (4) ◽  
pp. 437-448 ◽  
Author(s):  
Siohong Tih ◽  
Kok-Kee Wong ◽  
Gary S. Lynn ◽  
Richard R. Reilly
Keyword(s):  
Information Dissemination ◽  
New Product ◽  
Moderating Effect ◽  
Survey Method ◽  
New Product Success ◽  
Content Type ◽  
Customer Involvement ◽  
Product Success ◽  
Competitive Products ◽  
The Relationship

Purpose Rapid prototyping can potentially accelerate the entire process of new product development (NPD), enabling a high level of customer involvement and hence new product success (NPS). This study aims to examine the relationship between prototyping and NPS, and the moderating effect of customer involvement, as well as the influence of speed of information dissemination on customer involvement. Design/methodology/approach Data were collected using the survey method through structured questionnaires. The key participants were management and team leaders from technology-based companies. Findings The results indicate that prototyping positively correlates with NPS, particularly when customer involvement is high. The speed of information dissemination, both from customers and on competitive products, has a positive impact on customer involvement. Research limitations/implications The study was limited by the undefined development stage of the prototype when offered for customer feedback. Future studies could focus on how customer involvement at each stage of prototype development affects NPS through a moderating effect. Practical implications The study confirms that investing in prototyping equipment for NPD increases the probability of NPS. Information capturing customers’ views and on competitive products in the market should be shared among the NPD teams. This could encourage better sharing of opinions and perceptions with customers about whether new products meet their wishes and expectations. Originality/value This study demonstrates that customer involvement moderates the relationship between prototyping and NPS. The degree of customer involvement depended on the speed of response of the customers themselves and on how well competitive product information was disseminated within the NPD team.

Inhibiting unethical pro-organizational behavior: harnessing the effects of responsible leadership and leader–member exchange

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Aneeq Inam ◽  
Jo Ann Ho ◽  
Siew Imm Ng ◽  
Rosmah Mohamed
Keyword(s):  
Organizational Behavior ◽  
Ethical Behavior ◽  
Negative Relationship ◽  
Equation Modeling ◽  
Leader Member Exchange ◽  
Responsible Leadership ◽  
Full Time ◽  
Content Type ◽  
Member Exchange ◽  
The Relationship

PurposeLeadership styles appear to influence unethical pro-organizational behavior (UPB), but there has been little empirical research on employees' ethical behavior as an outcome of responsible leadership. This study examines the positive effect of responsible leadership on unethical pro-organizational behavior (UPB) via the mediator, leader–member exchange (LMX).Design/methodology/approachResponses from 200 full-time working employees in Pakistan were collected in two waves, and structural equation modeling was used to test the hypotheses.FindingsThe results indicated that LMX mediated the relationship between responsible leadership and UPB. Our research also yielded a negative relationship between responsible leadership and employees' willingness to engage in UPB and between LMX and UPB. In addition, the mediation and direct relationship results were stronger for employees who spent more than seven years in the organization as compared to those with less than seven years.Research limitations/implicationsThe leader's responsible behavior trickles down to the subordinates and encourages their employees to behave responsibly too. We also showed that responsible leadership influenced employees’ UPB engagement through LMX.Practical implicationsBy adopting a responsible leadership style through training practices and appraisal tools, organizations may increase quality exchange relationship between leader and subordinates, which will reduce UPB.Originality/valueThis paper is one of the few empirical studies which have examined the relationship between responsible leadership, LMX and UPB. The results from our study help to enhance findings from earlier studies on the antecedents of UPB. Contrary to previous studies, our study also shows that LMX can lead to ethical behavior i.e. reduce UPB.

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