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.

scholarly journals The Impact of Leader-member Exchange (LMX) and Empowerment on Employee Voice Behavior

2016 ◽  
Vol 4 (1) ◽  
pp. 44-55 ◽  
Author(s):  
Simon C. H. Chan ◽  
Davey Yeung
Keyword(s):  
Mainland China ◽  
Employee Voice ◽  
Leader Member Exchange ◽  
Voice Behavior ◽  
Manufacturing Firm ◽  
Member Exchange ◽  
Managerial Implications ◽  
The Impact ◽  
Moderating Role

Abstract This study examines the impact of leader-member exchange (LMX) and the moderating role of empowerment on employee voice behavior. A sample of 314 supervisor-subordinate dyadic exchanges was collected from a manufacturing firm in Mainland China. The results provided support the view that LMX and empowerment were both significantly associated with employee voice behavior. The positive relationship between LMX and employee voice behavior was stronger when employees received higher levels of empowerment. Theoretical and managerial implications of the research are discussed.

scholarly journals Are we in this together? Knowledge hiding in teams, collective prosocial motivation and leader-member exchange

2019 ◽  
Vol 23 (8) ◽  
pp. 1502-1522 ◽  
Author(s):  
Katja Babič ◽  
Matej Černe ◽  
Catherine E. Connelly ◽  
Anders Dysvik ◽  
Miha Škerlavaj
Keyword(s):  
Social Exchange ◽  
Social Exchange Theory ◽  
Leader Member Exchange ◽  
Content Type ◽  
Prosocial Motivation ◽  
Member Exchange ◽  
Level Model ◽  
Knowledge Hiding ◽  
Moderating Role

Purpose Although organizations expect employees to share knowledge with each other, knowledge hiding has been documented among coworker dyads. This paper aims to draw on social exchange theory to examine if and why knowledge hiding also occurs in teams. Design/methodology/approach Two studies, using experimental (115 student participants on 29 teams) and field (309 employees on 92 teams) data, explore the influence of leader-member exchange (LMX) on knowledge hiding in teams, as well as the moderating role of collective (team-level) prosocial motivation. Findings The results of experimental Study 1 showed that collective prosocial motivation and LMX reduce knowledge hiding in teams. Field Study 2 further examined LMX, through its distinctive economic and social facets, and revealed the interaction effect of team prosocial motivation and social LMX on knowledge hiding. Originality/value This study complements existing research on knowledge hiding by focusing specifically on the incidence of this phenomenon among members of the same team. This paper presents a multi-level model that explores collective prosocial motivation as a cross-level predictor of knowledge hiding in teams, and examines economic LMX and social LMX as two facets of LMX.

Examining boss phubbing and employee outcomes through the lens of affective events theory

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Muhammad Nawaz Khan ◽  
Khurram Shahzad ◽  
Jos Bartels
Keyword(s):  
Rejection Sensitivity ◽  
Self Esteem ◽  
Leader Member Exchange ◽  
Affective Events Theory ◽  
Employee Outcomes ◽  
Content Type ◽  
Work Meaningfulness ◽  
Member Exchange ◽  
Moderating Role

PurposeIn this study, the impact of boss phubbing, or using a phone during interaction with subordinates, on important employee outcomes — work meaningfulness and employee phubbing behavior — through the mediating role of self-esteem threat was investigated using affective events theory. The moderating role of rejection sensitivity was also examined.Design/methodology/approachData were collected in three time lags from head nurses (N = 178) working in public and private hospitals. The hypothesized relationships were tested using variance-based structural equation modeling with partial least squares.FindingsBoss phubbing negatively affected employees' sense of work meaningfulness and had a positive direct and indirect relationship with employee phubbing behavior through self-esteem threat. The hypothesized moderating role of rejection sensitivity was not supported.Practical implicationsThe authors recommend that organizations develop policies addressing boss phubbing in the workplace, particularly in contexts in which a high leader–member exchange is desired for organizational effectiveness, such as health-related services. Superiors, such as doctors, should review their mobile phone usage during interactions with subordinates because it is detrimental to employee outcomes.Originality/valueThis study is a nascent attempt to test the hypothesized relationships on the emerging phenomenon of phubbing at work in the human–computer interaction domain in Pakistan, a developing country, particularly in hospital settings where a high leader–member exchange is pivotal.

scholarly journals Linking leader-member exchange differentiation to work team performance

2014 ◽  
Vol 35 (8) ◽  
pp. 710-724 ◽  
Author(s):  
Herman H.M. Tse
Keyword(s):  
Boundary Condition ◽  
Team Performance ◽  
Future Research ◽  
Leader Member Exchange ◽  
Psychological Process ◽  
Content Type ◽  
Member Exchange ◽  
Affective Climate ◽  
The Relationship

Purpose – The purpose of this paper is to propose a conceptual model that delineates the psychological process and boundary condition of how leader-member exchange (LMX) differentiation influences team performance. Design/methodology/approach – Based on theories of LMX and social information processing, it is argued that several important mechanisms underpin the relationship between LMX differentiation and team performance. The role of these variables in the relationship is discussed. Findings – The team mechanisms such as affective climate and team-member exchange (TMX) serve as a boundary condition and psychological process to influence the LMX differentiation-team performance relationship. Their conceptual significance and how they affect the relationship are discussed. Research limitations/implications – This study focusses on theorizing TMX and affective climate as key variables in the LMX differentiation-team performance relationship. Future research considers examining the relative importance of other variables such as team potency or team cohesion to advance the understanding of the precise mechanisms that explain the relationship. Practical implications – The proposed model increases the understanding of the role of affective climate in the relationships between LMX differentiation, TMX and team performance. It helps minimize the negative effect of LMX differentiation, and may ultimately lead to better team performance. Originality/value – Although the implication of LMX differentiation has been discussed extensively, the research has not yet led to a firm conclusion as to its relationship with team outcomes. This study is one of the first to theorize affective climate and TMX as an important psychological mechanism and boundary condition to simultaneously influence the LMX differentiation – team performance relationship.

The Relationship Between Leader–Member Exchange and Employees’ Proactive Behaviors

2019 ◽  
Vol 18 (2) ◽  
pp. 106-111
Author(s):  
Fong-Yi Lai ◽  
Szu-Chi Lu ◽  
Cheng-Chen Lin ◽  
Yu-Chin Lee
Keyword(s):  
Hierarchical Linear Modeling ◽  
Future Research ◽  
Leader Member Exchange ◽  
Voice Behavior ◽  
Linear Modeling ◽  
Team Members ◽  
Member Exchange ◽  
Multi Temporal ◽  
The Relationship ◽  
Practical Implications

Abstract. The present study proposed that, unlike prior leader–member exchange (LMX) research which often implicitly assumed that each leader develops equal-quality relationships with their supervisors (leader’s LMX; LLX), every leader develops different relationships with their supervisors and, in turn, receive different amounts of resources. Moreover, these differentiated relationships with superiors will influence how leader–member relationship quality affects team members’ voice and creativity. We adopted a multi-temporal (three wave) and multi-source (leaders and employees) research design. Hypotheses were tested on a sample of 227 bank employees working in 52 departments. Results of the hierarchical linear modeling (HLM) analysis showed that LLX moderates the relationship between LMX and team members’ voice behavior and creative performance. Strengths, limitations, practical implications, and directions for future research are discussed.

A Cross-Level Theoretical and Empirical Model of Positive Emotions, Leader Identification, and Leader–Member Exchange

2021 ◽  
Vol 20 (3) ◽  
pp. 124-135
Author(s):  
Chongrui Liu ◽  
Cong Wang ◽  
Yan Liu ◽  
Xuran Liu ◽  
Yuan Ni
Keyword(s):  
Positive Emotions ◽  
Leader Member Exchange ◽  
Mediating Role ◽  
Member Exchange ◽  
Leadership Context ◽  
Broaden And Build Theory ◽  
Mediating Factor ◽  
The Relationship ◽  
Moderating Role

Abstract. Although leader–member exchange (LMX) has been widely studied, knowledge about how followers influence the LMX process remains unknown. By integrating the broaden-and-build theory (BBT) with the emotion as social information (EASI) theory, we develop a follower-centric multilevel model to investigate how followers' positive emotions have an impact on LMX via the mediating role of leader identification and the moderating role of leaders' positive emotions. We conducted a survey with 319 Chinese employees from 67 teams. The results indicated that leader identification served as a mediating factor in the relationship between followers' positive emotions and LMX. The work unit leaders' positive emotions strengthened the relationship between leader identification and LMX and moderated the mediated relationship among followers' positive emotions, leader identification, and LMX. Altogether, our findings inform new knowledge in terms of how followers may influence the development of LMX. We also help to extend the BBT and the EASI theory to the leadership context.

Great minds think alike: does leader-follower similarity in construal level of the work enhance leader-member exchange quality?

2022 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Sevgi Emirza ◽  
Alev Katrinli
Keyword(s):  
Mental Representation ◽  
Current Knowledge ◽  
Interpersonal Relationship ◽  
Survey Study ◽  
Construal Level ◽  
Leader Member Exchange ◽  
Content Type ◽  
Member Exchange

PurposeThe purpose of this study is to investigate whether leader-follower similarity in construal level of the work, which indicates the degree of abstraction applied to mental representation of the work, influences the quality of interpersonal relationship at work.Design/methodology/approachFirst, an interview study was conducted to adapt the work-based construal-level (WBCL) scale. Then, a survey study was conducted for hypothesis testing. Data collected from 245 matched supervisor-subordinate dyads were analyzed using multi-level modeling.FindingsResults revealed that dyadic similarity in work-domain construal level is positively related to leader-member exchange (LMX) quality. As a leader and a follower become similar to each other in terms of mental representation (i.e. construal level) of work, they experience higher relationship quality.Originality/valueThis study enhances the current knowledge of the role of cognition and cognitive similarity in leadership processes.

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