scholarly journals The influences of transformational leadership on employee employability

2019 ◽  
Vol 41 (1) ◽  
pp. 101-118 ◽  
Author(s):  
Xie Yizhong ◽  
Yevhen Baranchenko ◽  
Zhibin Lin ◽  
Chi Keung Lau ◽  
Jie Ma
Keyword(s):  
Transformational Leadership ◽  
Social Exchange ◽  
Organizational Support ◽  
Job Characteristics ◽  
Content Type ◽  
Mediating Role ◽  
Team Member Exchange ◽  
Member Exchange ◽  
Line Manager ◽  
The Relationship

Purpose The purpose of this paper is to examine the mediating role of job characteristics and social exchange in transformational leadership (TFL) and employability relationship. Design/methodology/approach The sample is composed of 760 participants employed in Yangtze Delta and Pearl River Delta in China. The participants have worked under their line manager for more than one year. In order to better prevent data from possible common method bias, two waves of surveys (in 2014) on a stratified sample, included a mix of industries, such as construction, manufacturing, finance, insurance and communications, were used to investigate the proposed relationship between TFL, job characteristics, social exchange and employability. Findings The research has empirically tested the relationship between TFL and employability. While previous research has analyzed the relationship between them, the authors have enriched existing literature by exploring the mediating factors and illustrating the importance of indirect effects. Besides the direct effect, the results of this study showed that TFL could also improve employees’ employability through job demands, skill discretion, decision authority, perceived organizational support and team–member exchange, but not leader–member exchange. Originality/value The study opens up a debate around the employability of employees as it stands apart from the performance measurement. The authors believe that this new mediating model can provide an insight into complex mechanisms of employability enhancement from the perspective of leader development.

Self-other agreement on transformational leadership and subordinates’ assessment of supervisor’s performance

2018 ◽  
Vol 39 (2) ◽  
pp. 291-308 ◽  
Author(s):  
Alper Ertürk ◽  
Herman Van den Broeck ◽  
Jasmijn Verbrigghe
Keyword(s):  
Transformational Leadership ◽  
Social Exchange ◽  
Mediating Effect ◽  
Response Analysis ◽  
Leader Member Exchange ◽  
Content Type ◽  
Mediating Role ◽  
Idealized Influence ◽  
Individual Support ◽  
Member Exchange

Purpose Given the importance of the extent to which supervisors and their subordinates agree in their assessment of supervisors’ leadership, the purpose of this paper is to investigate the possible relationship between self-other agreement on supervisors’ transformational leadership and subordinates’ perceptions of supervisors’ in-role and extra-role performance, through the mediating role of leader-member exchange. Design/methodology/approach Self-other agreement was conceptualized as the degree of congruence between supervisors’ self-assessment and subordinates’ assessment of supervisors’ transformational leadership. Data were collected from 36 supervisors and 189 of their subordinates. Cross-level polynomial regressions and surface response analysis were used to analyze the hypothesized relationships. Findings Statistical analyses revealed that self-other agreement on idealized influence and individual support are positively associated with subordinates’ perception of leader-member exchange, and in turn leader member fully mediates the relationship between self-other agreement and subordinates’ perceptions regarding their supervisors’ performance. Results from polynomial analyses indicate that subordinates’ ratings of leader-member exchange would be highest for underestimator, second for in-agreement/good supervisors, third for in-agreement/poor and lowest for overestimator supervisors both for the idealized influence and individual support. Originality/value This is one of the pioneer studies investigating the potential relationship between self-other agreement on supervisors’ transformational leadership and the subordinates’ perceptions on their supervisors’ performance through social exchange. Since researchers have paid scant attention to intervening mechanisms, this study aims to extend previous research in the literature by investigating those associations through the mediating effect of leader-member exchange.

How GHRM is related to green creativity? A moderated mediation model of green transformational leadership and green perceived organizational support

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Zahid Hameed ◽  
Rana Muhammad Naeem ◽  
Marria Hassan ◽  
Muhammad Naeem ◽  
Muhammad Nazim ◽  
...  
Keyword(s):  
Transformational Leadership ◽  
Organizational Support ◽  
Structural Equation ◽  
Perceived Organizational Support ◽  
Equation Modeling ◽  
Content Type ◽  
Mediating Role ◽  
Moderated Mediation Model ◽  
Green Human Resource Management ◽  
The Relationship

PurposeThis study aims to examine the relationship between green human resource management (GHRM) practices and green transformational leadership toward inducing employees' green creativity. Specifically, drawing upon the ability, motivation and opportunity theory, the authors tested how green perceived organizational support (green POS) mediates the link between GHRM practices and employees' green creativity. Furthermore, based on the firm's resource-based view, the authors examine the moderating role of green transformational leadership on the relationship between GHRM practice and green POS.Design/methodology/approachUsing a survey questionnaire, this research was conducted with a multi-source sample of 201 supervisors and their 428 subordinates from organizations working in grocery, food and personal care products in Pakistan.FindingsThe findings of structural equation modeling revealed that green POS plays a mediating role between GHRM and employees' green creativity. The study findings also highlighted that green transformational leadership moderates the positive relationship between GHRM practices and green POS.Practical implicationsOrganizations need to implement GHRM practices to achieve environmental performance. Individuals are likely to recognize themselves with organizations that are engaged in green practices, and therefore, organizations can get benefits from implementing GHRM practices.Originality/valueThis research explores green POS and green transformational leadership as novel mechanisms through which GHRM practices influence employees' green creativity in organizations. In addition, the authors empirically examined our theorized relationships in the South Asian context.

Transformational leadership and four-dimensional commitment

2018 ◽  
Vol 37 (9/10) ◽  
pp. 666-683 ◽  
Author(s):  
Talat Islam ◽  
Jawad Tariq ◽  
Bushra Usman
Keyword(s):  
Transformational Leadership ◽  
Structural Equation ◽  
Design Methodology ◽  
Job Characteristics ◽  
Equation Modeling ◽  
Content Type ◽  
Mediating Role ◽  
The Relationship ◽  
Moderating Role

Purpose The purpose of this paper is to investigate the mechanism between transformational leadership (TL) and organizational commitment (OC) using job characteristics as a mediator and participative and directive leadership (DL) as moderator. Design/methodology/approach The authors used a questionnaire-based survey to collect data from 563 employees working in the banking industry. Findings The data were analyzed using structural equation modeling. The findings confirmed the mediating role of job characteristics and moderating role of both participative and DL styles between TL and OC. Research limitations/implications The data for this study were collected at one point of time and it has implications for the policymakers and bankers. Originality/value The study is novel as it highlights the importance of job characteristics, participative and DL styles in understanding the relationship between TL and OC.

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.

Impact of perceived organizational support and green transformational leadership on sustainable organizational performance: a SEM approach

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Manita Kusi ◽  
Fuqiang Zhao ◽  
Dinesh Sukamani
Keyword(s):  
Transformational Leadership ◽  
Organizational Performance ◽  
Organizational Support ◽  
Perceived Organizational Support ◽  
Current Knowledge ◽  
Future Research ◽  
Content Type ◽  
The Relationship ◽  
Staff Level

PurposeThe study aims to scrutinize the concomitant associations between corporate social responsibility (CSR), perceived organizational support (POS), green transformational leadership (GTL) and organizational performance (OP). This paper aims to explore the role of intervening variable to measure the strength on the relationship between CSR and OP.Design/methodology/approachThis research administered a survey through self-administered questionnaire among the staff-level employees of construction companies of Nepal. Fully filled 305 responses from the participants were analyzed using a structural equation model. The study used self-structured questionnaire as research tool and face-to-face meetings as data collection technique.FindingsThe research indicates that POS showed competitive partial mediation relation between CSR and OP. Besides, a novel exploration of the moderation effect of GTL displays a supportive role in harmonizing the CSR with organizational support to achieve better OP. This study enriches empirical evidence to understand the linkage between CSR and POS in staff-level employees in the construction area. Moreover, the research shed a light on GTL 's moderating influence on the mediated model of CSR, POS and OP.Research limitations/implicationsAlthough the results of the study add to the current knowledge base, several limitations highlight avenues for future research. Future studies can explore the relationship in other study areas with added evidence on a similar result with different analysis patterns and study sample. The research model studied in the context of Nepal creating evidence as a representation for the developing countries.Originality/valueThe intervening role of POS and GTL gives new insight for the research-based organization based social behavior and performance

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.

The impact of followers’ conflict behaviors on teams’ transformational leadership, team member exchange and engagement

2017 ◽  
Vol 28 (4) ◽  
pp. 509-532 ◽  
Author(s):  
Vincent Kai Jie Aw ◽  
Oluremi Bolanle Ayoko
Keyword(s):  
Problem Solving ◽  
Work Engagement ◽  
Team Work ◽  
Team Leaders ◽  
Content Type ◽  
Conflict Behaviors ◽  
Team Member Exchange ◽  
Member Exchange ◽  
The Relationship

Purpose Although how leaders shape their followers’ behaviors and outcomes is core to the leadership literature, empirical research exploring how followers might impact their leaders’ behaviors is just emerging. Using a follower-centric approach, this study aims to examine the link between followers’ conflict behaviors, transformational leadership (TL) and the quality of team member exchange (TMX). Additionally, the authors hypothesized and tested the moderating role of TMX quality in the relationship between TL and teams’ work engagement. Design/methodology/approach Quantitative data were collected randomly from 261 employees in 41 teams to examine the connection between followers’ conflict behaviors, TL and TMX and team engagement. Findings Using bottom-up/bootstrapping approach, results showed followers’ problem-solving conflict behaviors were positively linked with team leaders’ TL behaviors while improving TMX quality. Additionally, TL was connected with high levels of team work engagement and this connection was enhanced by TMX quality. Implications of the results are discussed. Research limitations/implications Although this conceptual model revealed followers as impacting TL and TMX, there is also a possibility that TL and TMX quality may be able to impact employees’ conflict behaviors. Additionally, the current study adopted a cross-sectional research design which does not allow for an assessment of cause and effect. Therefore, caution should be taken in interpreting the results. Finally, the authors studied employees from a single national culture. Yet, they know that national culture may influence the relationship between TL and conflict at the individual and team levels. Overall, the present research showed that individual followers’ conflict behaviors were associated with TL behaviors and TMX quality. Practical implications On a practical note, managers would be more successful in managing conflict in teams if they would observe their followers’ conflict behaviors and act as role models in displaying problem solving conflict behaviors – an approach that has been identified in this study to assist in eliciting transformational behaviors from the leader. Furthermore, training is indicated. Organizations should consider training leaders in TL given that our result shows that TL has a direct positive connection with employee’s work engagement. Specifically, the followers’ conflict behaviors should now be incorporated into the leadership (e.g. transformational) training programs. Finally, managers who need to boost team work engagement should consider increasing the quality of the TMX in the team. Social implications The leaders behavioral style may partly be dependent on the followers’ conflict management behaviors. Originality/value Thus far, research on leadership have been leader-centric, and while the authors are aware that followers have an important role in shaping the leaders’ behaviors, research in this area has until recently ignored how followers might impact their leaders’ style, processes and the quality of employee interactions, especially at the team level. The authors found for the first time that problem-solving conflict behaviors were connected with team leaders’ TL style and TMX quality.

Managerial support for development and turnover intention

2018 ◽  
Vol 31 (1) ◽  
pp. 135-153 ◽  
Author(s):  
Manish Kumar ◽  
Hemang Jauhari ◽  
Ashish Rastogi ◽  
Sandeep Sivakumar
Keyword(s):  
Job Satisfaction ◽  
Social Exchange ◽  
Organizational Support ◽  
Turnover Intention ◽  
Social Exchange Theory ◽  
Cross Sectional Survey ◽  
Cross Sectional ◽  
Content Type ◽  
Managerial Support ◽  
The Relationship

Purpose The purpose of this paper is to integrate learnings from social exchange theory, organizational support theory and JD-R model to explore the relationship among support for development, work engagement (WE), job satisfaction (JS) and turnover intention (TI). It was hypothesized that the relationship between managerial support for development (MSD) and TI would be explained through organizational support for development (OSD), WE and overall job satisfaction (OJS). Design/methodology/approach A cross-sectional survey on a sample of 5,088 service industry employees undergoing organizational change and working in the business-to-business context was employed. Reponses were analyzed using IBM® SPSS® AMOSTM 20. Findings The findings were along the hypothesized lines. The study found support for mediation by OSD, WE and OJS, respectively of MSD and TI relationship. Similarly, the mediation of MSD-OJS relationship by OSD and WE, respectively were also supported. Furthermore, OSD mediated the relationship between MSD and WE; while the relationship between OSD and TI was mediated by WE and OJS, respectively and additionally, the OSD-OJS relationship was mediated by WE. Lastly, the mediation of WE-TI relationship by OJS was also supported. Therefore, the sequence of MSD-OSD-WE-OJS-TI partial mediation model was supported. Research limitations/implications While the sample size (n=5,088) is large, the respondents belong to one business unit of an organization, constraining generalizability. Additionally, the study is limited by cross-sectional design. Finally, the study was restricted by the choices of perceptual measures of study variables and non-quantitative evaluation of discretion/job demand. Originality/value Using learnings from multiple theories, the present study examined the roles of two sources of support for development (organizational and managerial) and two job-related states (WE and JS) in relating with TI. Interestingly, all the expected relationships were true in a context signifying the discretionary nature of organization. Further, testing of alternate models gives additional credence to the findings.

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