Relative leader-member exchange and employee voice

2014 ◽  
Vol 8 (1) ◽  
pp. 27-40 ◽  
Author(s):  
Hongdan Zhao
Keyword(s):  
Affective Commitment ◽  
Moderated Mediation ◽  
Employee Voice ◽  
Leader Member Exchange ◽  
Mediation Model ◽  
Content Type ◽  
Mediating Role ◽  
Moderated Mediation Model ◽  
Member Exchange

Purpose – This study aims to examine the effect of relative leader-member exchange (RLMX) on employee voice by developing a moderated mediation model. The model focuses on the mediating role of affective commitment underpinning the relationship between RLMX and employee voice, and the moderating role of Chinese traditionality in influencing the mediation. Design/methodology/approach – We tested the model with data from 358 supervisor-subordinate dyads in a large Chinese company. Employees and their immediate supervisors provided data on separate questionnaires and on different occasions. And then, we used an identification number to match each employee questionnaire with the response of his/her immediate supervisor. Findings – Results indicated that affective commitment fully mediated the positive relationship between RLMX and employee voice, even after controlling for personal leader-member exchange (LMX) quality. We also found that Chinese traditionality moderated the mediated relationship between RLMX and employee voice via affective commitment, such that the mediation was stronger for people lower, rather than higher, in Chinese traditionality. Research limitations/implications – Testing the moderated mediation model helps to advance our theoretical understanding of the psychological mechanisms that underlie the effect of RLMX on employees’ behaviour. Originality/value – This empirical study provides preliminary evidence of the mediating role of affective commitment in the positive relationship between RLMX and employee voice. Our moderated mediation model also extends the existing finding by adding substantive moderators (Chinese traditionality) to explain how the effect of RLMX on employees’ behaviours unfolds.

Linking team-member exchange differentiation to team creativity

2020 ◽  
Vol 41 (2) ◽  
pp. 208-219
Author(s):  
Chao Chen ◽  
Xinmei Liu
Keyword(s):  
Negative Relationship ◽  
Moderated Mediation ◽  
Mediation Model ◽  
Team Creativity ◽  
Content Type ◽  
Mediating Role ◽  
Moderated Mediation Model ◽  
Team Member Exchange ◽  
Member Exchange

PurposeThe purpose of this paper is to examine the effect of team-member exchange (TMX) differentiation on team creativity by developing a moderated mediation model. The model focuses on the mediating role of team proactivity in linking TMX differentiation with team creativity and the moderating role of leader-member exchange (LMX) median in influencing the mediation.Design/methodology/approachA time-lagged field survey data from 331 employees and 68 team leaders in more than ten high-technology firms from Northern China was used to test the model.FindingsResults indicated that the negative relationship between TMX differentiation and team creativity was mediated by team proactivity. Moderated mediation analyses further revealed that team proactivity mediated the relationship between TMX differentiation and team creativity for only those teams with a low-LMX median.Originality/valueThe empirical study provides preliminary evidence of the mediating role of team proactivity in the negative relationship between TMX differentiation and team creativity. The moderated mediation model also extends the existing finding by showing that LMX quality can moderate the indirect impact of TMX differentiation on team creativity (via team proactivity).

Leader-member exchange differentiation and team creativity

2015 ◽  
Vol 36 (7) ◽  
pp. 798-815 ◽  
Author(s):  
Hongdan Zhao
Keyword(s):  
Moderated Mediation ◽  
Relationship Conflict ◽  
Mediation Model ◽  
Team Creativity ◽  
Content Type ◽  
Mediating Role ◽  
Moderated Mediation Model ◽  
Member Exchange ◽  
The Relationship

Purpose – The purpose of this paper is to examine the effect of leader-member exchange (LMX) differentiation on team creativity by developing a moderated mediation model. The model focuses on the mediating role of relationship conflict in linking LMX differentiation with team creativity and the moderating role of team-member exchange (TMX) median in influencing the mediation. Design/methodology/approach – The authors tested the model with a time-lagged field survey data from 358 employees and 98 supervisors belonging to 98 teams in a large diversified company with more than 15,000 employees, based in Shanghai, Southeastern China. In the first stage (T1), employees assessed LMX, TMX, relationship conflict, and control variables. In the second stage (T2), the leaders were asked to report team creativity. Findings – Results indicated that the relationship between LMX differentiation and team creativity was mediated by relationship conflict. Moderated mediation analyses further revealed that relationship conflict mediated the relationship between LMX differentiation and team creativity for only those teams with low-TMX median. Research limitations/implications – Testing the moderated mediation model helps to advance our theoretical understanding of the intervening processes that underlie the effect of LMX differentiation on team creativity. The findings may also help Chinese managers to inform the importance of helping subordinates better adapt to LMX differentiation, reducing relationship conflict, and constructing high-quality TMX relationships within groups, in order to promote team creativity. Originality/value – This empirical study provides preliminary evidence of the mediating role of relationship conflict in the negative relationship between LMX differentiation and team creativity. The moderated mediation model also extends the existing finding by showing that not only the quality of social exchange relationships with a supervisor (i.e. LMX) but also with team members (i.e. TMX), can moderate the impact of LMX differentiation on team outcomes.

Promoting strategic performance through strategic orientation and strategic renewal

2019 ◽  
Vol 58 (2) ◽  
pp. 376-392 ◽  
Author(s):  
Hassan Ahmed Shah ◽  
Muhammad Yasir ◽  
Abdul Majid ◽  
Muhammad Yasir ◽  
Asad Javed
Keyword(s):  
Positive Impact ◽  
Moderated Mediation ◽  
Strategic Orientation ◽  
Mediation Model ◽  
Content Type ◽  
Strategic Performance ◽  
Strategic Renewal ◽  
Mediating Role ◽  
Moderated Mediation Model

Purpose The purpose of this paper is to explore the ways in which strategic orientation (SO) and strategic renewal (SR) could create the possibility for improving strategic performance (SP). The indirect effect of SO was also tested in this study. Furthermore, by using the moderated mediation model, the authors also investigated the moderating role of organizational ambidexterity (OA). Design/methodology/approach The results of this cross-sectional study are based on a survey conducted on 1,430 owner/managers of SMEs. To analyze the relationship among variables, this study used descriptive, correlation and hierarchical multiple regression approach. Findings Results revealed that SO positively affects SR and SP in SMEs. Furthermore, the mediating role of SR between the relationships of SO and SP was also confirmed. Moreover, OA strengthens the connection between SO, SR and SP. Practical implications The current study provides new insights for strategic planning and management by focusing on SO along with its different dimensions. Therefore, it provides new guidelines and a roadmap that would be helpful in achieving the objectives of SP. Originality/value The study makes significant contributions to the extant literature by adding new knowledge about the positive impact of SO on SP. Moreover, with the analysis of mediating role of SR in this relationship, the study has made significant addition to the existing literature on SP. Furthermore, moderated mediation model adds value to the existing body of knowledge.

Ethical work climate, organizational identification, leader-member-exchange (LMX) and organizational citizenship behavior (OCB)

2020 ◽  
Vol 32 (1) ◽  
pp. 212-229 ◽  
Author(s):  
Chih-Ching Teng ◽  
Allan Cheng Chieh Lu ◽  
Zhi-Yang Huang ◽  
Chien-Hua Fang
Keyword(s):  
Organizational Identification ◽  
Moderated Mediation ◽  
Work Climate ◽  
Leader Member Exchange ◽  
Mediation Model ◽  
Content Type ◽  
Ethical Work Climate ◽  
Moderated Mediation Model ◽  
Member Exchange ◽  
Ethical Work

Purpose This paper aims to propose and test a moderated mediation model examining the relationships among ethical work climate, organizational identification, leader-member-exchange (LMX) and organizational citizenship behavior (OCB). Design/methodology/approach Numerous regression analyses were performed using PROCESS (version 2.13), a macro for SPSS developed by Hayes (2017) to test this moderated mediation model. Findings The analytical results showed that organizational identification mediates the positive relationship between an ethical work climate and OCB. The analytical results also showed that LMX moderates the direct effect of ethical work climate on organizational identification and that LMX also moderates the indirect effect of ethical work climate on OCB via organizational identification. Practical implications This study provides numerous valuable implications for hotels to develop effective strategies to promote employees’ OCB and improve their organizational identification. Originality/value This study was the first attempt to propose and test a moderated mediation model that explores the relationships among ethical work climate, organizational identification, leader-member-exchange (LMX) and OCB.

Fashion brands are engaging the millennials: a moderated-mediation model of customer-brand engagement, participation, and involvement

2019 ◽  
Vol 21 (2) ◽  
pp. 233-253 ◽  
Author(s):  
Nagaraj Samala ◽  
Bharath Shashanka Katkam
Keyword(s):  
Social Exchange ◽  
Brand Loyalty ◽  
Structural Equation ◽  
Moderated Mediation ◽  
Mediation Model ◽  
Content Type ◽  
Mediating Role ◽  
Brand Engagement ◽  
Moderated Mediation Model

Purpose Millennial generation is fashion inclined, interactive and informative social beings. They are very conscious of the brands they wear. Millennia seek, share, inform and exchange fashion brand-related information on social networking sites (SNS). Marketers are subsequently engaging the young prospects and customers to keep up or improve enthusiasm and participation. The study attempts to investigate the role of customer-brand engagement (CBE) of millennials with fashion brands on SNS. The study simultaneously tests the moderating role of involvement levels affecting participation and CBE leading to brand loyalty. Design/methodology/approach The study followed a purposive sample by collecting 466 respondents from the graduate students of a university. The study adopted structural equation modelling (SEM) and Hayes process macros in SPSS 20.0 to test the moderated-mediation model. Findings The study confirms the mediating role of CBE in the relationship between participation and brand loyalty. Different degrees of involvement moderate the mediating role of CBE. Higher levels of involvement enhance the positive effect of participation on CBE. Originality/value The study is first of its kind to investigate the role of CBE and involvement among the millennial group. It also contributes to the related theories like service-dominant logic, social exchange theory and consumer culture theory regarding a unique population group, which is promising and profitable.

Knowledge hiding, conscientiousness, loneliness and affective commitment: a moderated mediation model

2020 ◽  
Vol 34 (9) ◽  
pp. 1417-1437
Author(s):  
Neha Garg ◽  
Payal Anand
Keyword(s):  
Affective Commitment ◽  
Survey Methodology ◽  
Moderated Mediation ◽  
Effective Control ◽  
Mediation Model ◽  
Content Type ◽  
Moderated Mediation Model ◽  
Knowledge Hiding ◽  
The Impact

PurposeThis paper examines the detrimental effects of perceived knowledge hiding (KH) on loneliness and affective commitment within academic settings. It further investigates the influence of conscientiousness as a moderator.Design/methodology/approachUsing the cross-sectional survey methodology, the proposed moderated mediation model has empirically tested the effect of perceived KH on a sample of 300 students pursuing management education at a premier institute in India.FindingsThe findings reveal that perceived KH affects the affective commitment of students toward the institution via loneliness. Moreover, conscientiousness moderates the mediating role of loneliness in a way that the relationship becomes strong with low levels of conscientiousness.Research limitations/implicationsThis study contributes to the literature of KH by empirically investigating its detrimental consequences. It further investigates the impact of personality moderator on the proposed relationships. The discussed framework is an early attempt to understand the phenomenon of KH among students, primarily from the perspective of a knowledge seeker.Practical implicationsAwareness about the ill effects of the knowledge-hiding (KH) behavior of students and understanding the role of personality in this will help administrators in designing effective interventions for curbing the same.Social implicationsEffective control of KH behavior will restrain its ill effects among management students (future workforce), thereby conserving societal resources spent on health and education.Originality/valueEmpirical studies testing the direct and indirect consequences of KH are limited; hence, this study attempts to fill the gap.

Differential leadership and organizational corruption in China

2018 ◽  
Vol 12 (4) ◽  
pp. 795-811 ◽  
Author(s):  
Yanzhao Tang ◽  
Xuemei Zhan ◽  
Ken Chen
Keyword(s):  
Organizational Justice ◽  
Moral Disengagement ◽  
Moderated Mediation ◽  
Mediation Model ◽  
Content Type ◽  
Organizational Corruption ◽  
Mediating Role ◽  
Moderated Mediation Model ◽  
The Relationship

Purpose This paper aims to examine the effect of differential leadership on organizational corruption by developing a measure of organizational corruption and proposing a moderated mediation model. The model focuses on the mediating role of moral disengagement underpinning the relationship between differential leadership and organizational corruption, and the moderating role of organizational justice in influencing the mediation. Design/methodology/approach The authors collected 210 responses from online participants with full time work experience and 57 MBA students answered the survey offline. Findings Results showed that differential leadership was positively associated with organizational corruption. Furthermore, moral disengagement fully mediated the relationship between differential leadership and organizational corruption. Besides, distributive justice negatively but procedural justice positively moderated the indirect effect of moral disengagement. Research limitations/implications Testing the moderated mediation model helps to advance the theoretical understanding of the mechanisms that underlie the effect of differential leadership on organizational corrupt behavior. Originality/value This empirical study provides preliminary evidence of the mediating role of moral disengagement in the positive relationship between differential leadership and organizational corruption. The mediated moderation also extends the finding by adding organizational justice as the moderator to explain how the effect of differential leadership on organizational corruption. Finally, this study provides initial evidence for organizational corruption measure.

Subdimensions of total rewards satisfaction and creativity among R&D employees: a moderated mediation model

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Zhenyuan Wang ◽  
Jianghong Du ◽  
Herman H.M. Tse ◽  
Jun Gu ◽  
Hui Meng ◽  
...  
Keyword(s):  
Work Stress ◽  
Work Engagement ◽  
Indirect Effects ◽  
Moderated Mediation ◽  
Relative Importance ◽  
Mediation Model ◽  
Content Type ◽  
Moderated Mediation Model ◽  
Total Rewards

PurposeThis study aims to explore the relative importance of the subdimensions of total rewards satisfaction in predicting research and development (R&D) employee creativity. In addition, the study examines the indirect effects of the subdimensions of total rewards satisfaction on creativity via work engagement and the moderating role of challenge-related work stress in the first stage.Design/methodology/approachA two-wave design was used, in which total rewards satisfaction and challenge-related work stress were measured in the first wave. Work engagement and creativity were measured in the second wave. Dominance analysis and the latent moderated mediation model were used for the data analyses.FindingsThe analyses show that nonfinancial rewards satisfaction completely dominates indirect and direct financial rewards satisfaction when predicting creativity. Indirect financial rewards satisfaction completely dominates direct financial rewards satisfaction when predicting creativity. Work engagement mediates the relationships between the subdimensions of total rewards satisfaction and creativity. Challenge-related work stress moderates the relationships between the subdimensions of total rewards satisfaction and work engagement and the indirect effects of the subdimensions of total rewards satisfaction on creativity via work engagement.Practical implicationsThe results imply that managers should set challenge demands for R&D employees and try to improve their total rewards satisfaction, especially their nonfinancial and indirect financial rewards satisfaction, for them to be more creative.Originality/valueThis empirical study contributes to the literature by comparing the relative importance of the different dimensions of total rewards satisfaction in predicting creativity. The study also clarifies how (through work engagement) and when (based on challenge-related work stress) the subdimensions of total rewards satisfaction are positively related to R&D employees' creativity.

Ethical leadership, frustration, and humor: a moderated-mediation model

2018 ◽  
Vol 39 (5) ◽  
pp. 665-678 ◽  
Author(s):  
Matthew Valle ◽  
Micki Kacmar ◽  
Martha Andrews
Keyword(s):  
Ethical Leadership ◽  
Affective Commitment ◽  
Positive Mood ◽  
Moderated Mediation ◽  
Mediating Effect ◽  
Mediation Model ◽  
Surface Acting ◽  
Content Type ◽  
Moderated Mediation Model ◽  
The Relationship

Purpose The purpose of this paper is to examine the effects of ethical leadership on surface acting, positive mood and affective commitment via the mediating effect of employee frustration. The authors also explored the moderating role of humor on the relationship between ethical leadership and frustration as well as its moderating effect on the mediational chain. Design/methodology/approach Data were collected in two separate surveys from 156 individuals working fulltime; data collections were separated by six weeks to reduce common method variance. The measurement model was confirmed before the authors tested the moderated mediation model. Findings Ethical leadership was negatively related to employee frustration, and frustration mediated the relationships between ethical leadership and surface acting and positive mood but not affective commitment. Humor moderated the relationship between ethical leadership and frustration such that when humor was low, the relationship was stronger. Research limitations/implications Interestingly, the authors failed to find a significant effect for any of the relationships between ethical leadership and affective commitment. Ethical leaders can enhance positive mood and reduce surface acting among employees by reducing frustration. Humor may be more important under conditions of unethical leadership but may be distracting under ethical leadership. Originality/value This study demonstrates how frustration acts as a mediator and humor serves as a moderator in the unethical behavior-outcomes relationship.

Sign in / Sign up

Export Citation Format

Share Document