scholarly journals The influence of cognitive style diversity on intra-group relationship conflict, individual-level organizational citizenship behaviors and the moderating role of leader-member-exchange

2019 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Meng Qi ◽  
Steven John Armstrong
Keyword(s):  
Cognitive Style ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behaviors ◽  
Relationship Conflict ◽  
Leader Member Exchange ◽  
Citizenship Behaviors ◽  
Content Type ◽  
Individual Level ◽  
Member Exchange

Purpose This paper aims to investigate the influence of cognitive style diversity on intra-group relationship conflict and individual-level organizational citizenship behaviors (OCBs). The role of leader-member exchange as a moderating variable is also examined. Design/methodology/approach The authors used hierarchical linear modeling and hierarchical regression analysis to analyze results from a sample of 344 members from 83 teams nested within 126 departments in six manufacturing organizations in the People’s Republic of China. Findings Results yielded general support for our hypothesized relationships between cognitive style diversity and intra-group relationship conflict. Leader-member exchange was also found to moderate the relationship between these two variables. Contrary to expectations, there were no relationships between these variables and individual-level organizational citizenship behaviors. Originality/value This research addresses calls from the team diversity and conflict literature to address the understudied area of deep-level cognitive diversity. Second, this study addresses previous calls for more team-level and mixed-level theory and methodology to inform OCB research. Third, this is the first study of group-level cognitive style diversity and the moderating influence of leader-member-exchange and provides valuable insights into ways of mitigating some of the negative effects of cognitive diversity on teams.

Blaming leaders for team relationship conflict? The roles of leader-member exchange differentiation and ethical leadership

2014 ◽  
Vol 5 (2) ◽  
pp. 134-146 ◽  
Author(s):  
Mingjian Zhou ◽  
Shuisheng Shi
Keyword(s):  
Ethical Leadership ◽  
Design Methodology ◽  
Relationship Conflict ◽  
Leader Member Exchange ◽  
Content Type ◽  
Lmx Theory ◽  
Member Exchange ◽  
The Relationship ◽  
Extended Power

Purpose – The purpose of this paper is to extend our understanding of the role of leaders in team relationship conflict. Leader-member exchange (LMX) differentiation was hypothesized to be positively related to team relationship conflict. Additionally, ethical leadership was hypothesized to moderate relations between LMX differentiation and team relationship conflict. Design/methodology/approach – Hypotheses were examined in a sample of 79 working teams. Data were collected via a questionnaire containing measures of LMX, team relationship conflict and ethical leadership. Findings – Hypotheses were supported by the data. LMX differentiation was positively related to team relationship conflict, and ethical leadership weakened the relationship between LMX differentiation and team relationship conflict. Originality/value – This is the first theoretical analysis and empirical study of relationships between LMX differentiation and team relationship conflict. Theoretically, by using LMX theory to account for team-level outcomes, this study extended power of LMX theory. Practically, these results suggest that leaders may be responsible for team relationship conflict.

Music festival supervisor leadership style and organizational citizenship behavior: the effects of employee and volunteer relationships and dependence on their leader

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Annamarie D. Sisson
Keyword(s):  
Leadership Style ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Mediating Effect ◽  
Citizenship Behavior ◽  
Leader Member Exchange ◽  
Content Type ◽  
Music Festival ◽  
Member Exchange

PurposeThe relationship between leadership style and employee outcomes is well established. However, organizational management research lacks an understanding of the dyadic relationship between supervisors and employees and volunteers at music festivals. This study examines a mediation model in which leader–member exchange (LMX) affects leadership style and organizational citizenship behavior. Additionally, the study examines a moderating model in which dependence on the leader moderates relationships between leadership style and leader–member exchange.Design/methodology/approachConfirmatory factor analysis, structural equation modeling and conditional process analysis were employed to test the model using data collected from 97 supervisors, volunteers and employees who worked at an annual large-scale music festival staged in Costa Rica.FindingsResults reveal that leadership style relates positively to LMX and organizational citizenship behavior (OCB). Simultaneously, the mediating effect of LMX and moderating effect of dependence on the leader was not significant on the leadership style and OCB.Research limitations/implicationsGiven the small sample size and accessibility to one music festival, caution should be taken in drawing causal conclusions from the results.Practical implicationsThe study contributes to the knowledge of event and festival management with recommendations for leadership training initiatives for supervisors and employees/volunteers.Originality/valueThis study is among the first to examine the mediating role of LMX between leadership style and OCB, moderating the role of dependence on leadership style and LMX with music festival supervisors and employees/volunteers.

Paternalistic leadership, subordinate perceived leader–member exchange and organizational citizenship behavior

2015 ◽  
Vol 21 (3) ◽  
pp. 291-306 ◽  
Author(s):  
Chaoying Tang ◽  
Stefanie E Naumann
Keyword(s):  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Organizational Citizenship Behaviors ◽  
Three Dimensions ◽  
Moral Leadership ◽  
Leader Member Exchange ◽  
Citizenship Behaviors ◽  
Paternalistic Leadership ◽  
Benevolent Leadership ◽  
Member Exchange

AbstractChinese paternalistic leadership (PL) includes three dimensions: benevolence, morality and authoritarianism. Benevolent leadership positively affects organizational citizenship behaviors through leader–member exchange (LMX). Resource limitations of supervisors bring about LMX differentiations within groups. Little research has addressed the moderating effect of LMX differentiations on the three dimensions of paternalistic leadership and organizational citizenship behaviors. In a study on 307 team members and leaders in 47 teams in two hotels in China, we found that benevolence and moral leadership had a positive effect on organizational citizenship behaviors, whereas authoritarian leadership did not. Team LMX differentiations moderated the relationship between moral leadership, authoritarianism leadership and LMX.

“My leader’s group is my group”. Leader-member exchange and employees’ behaviours

2017 ◽  
Vol 29 (5) ◽  
pp. 551-571 ◽  
Author(s):  
Muhammad Nawaz Khan ◽  
Muhammad Faisal Malik
Keyword(s):  
Knowledge Sharing ◽  
Organizational Citizenship ◽  
Leader Member Exchange ◽  
Content Type ◽  
Mediating Role ◽  
Dependent Variables ◽  
Member Exchange ◽  
Innovative Work ◽  
Innovative Work Behaviour

Purpose The purpose of this paper is to check the mediating role of work engagement (WE) between leader – member exchange and extra-role behaviours (ERBs) like organizational citizenship behaviour, knowledge sharing behaviour and innovative work behaviour. Design/methodology/approach Hypothetical deductive method was used. Longitudinal, time-lagged approach (three times) was used to collect the data using structured questionnaire. Findings It has been found that the WE plays its mediating role between leader – member exchange, organizational citizenship behaviour and innovative work behaviour but not for knowledge sharing behaviour. Research limitations/implications Data related to dependent variables, specifically and for the whole model generally, was collected through self-reported questionnaire, which leads toward self-serving bias at respondents’ end, as exaggeration/manipulation in responses is highly expected. Second mediating role of WE between leader – member exchange and knowledge sharing behaviour has not been proven, but same mediating role has been found in case of organizational citizenship behaviour and innovative work behaviour which is beyond understanding, as all dependent variables are actually different facets of ERBs. Lastly, data for the study variable has been collected from research and development and IT-related organizations only, which can question the generalization of the survey results to other sectors/organizations. Practical implications The study concluded that leader’s exchange plays a vital role for under commands’ ERBs, and WE vitally predicts ERBs; organizational leaders need to pay attention to this part, in Pakistan, being a poor/developing country fulfilling necessary psychological needs can result in better engagement at employees end. Study findings have importance with the view of training, as while conducting training, strategies through which leaders/supervisors may be trained about how they can build good exchange with their subordinates must be incorporated. This study has significance for policy makers, while making policies, as they consider deviant work behaviours as dangerous phenomena, at the same time they need to recognize the importance of ERBs. Originality/value Early mechanism of work performance did not cover full range of behaviours, so now it has been changed from fixed tasks written in employee’s job description (in-role) to broader terms (extra-role) due to uncertain and dynamic work requirements. Extra-role behaviours are more important for the organization as compared to in-role performance. So, a pathway of WE has been established through which ERBs can be expected. Current study was an attempt to explore that how leader can play his role in this situation.

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