Relationship between leader member exchange (LMX), high-involvement HRP and employee resilience on extra-role performance

2018 ◽  
Vol 10 (2) ◽  
pp. 126-150 ◽  
Author(s):  
Neha Gupta ◽  
Vandna Sharma
Keyword(s):  
Employee Engagement ◽  
Service Sector ◽  
Employee Performance ◽  
Positive Influence ◽  
North India ◽  
Leader Member Exchange ◽  
Role Performance ◽  
High Involvement ◽  
Content Type ◽  
Member Exchange

Purpose This paper aims to examine the role of employee engagement (EE) as a mediator in the relationship of extra-role performance (ERP) with leader member exchange (LMX), high-involvement human resource practices (HI HRPs) and employee resilience (ER) in the emerging service sector organizations in India. Design/methodology/approach Data have been gathered from 328 employees from executive and non-executive grades from metro rail organizations of North India through structured questionnaire. Before analysis, missing data and outliers were examined. Structure equation modelling (SEM) and confirmatory factor analysis have been performed to analyse the hypothesized model. Findings Findings reveal that all the constructs taken in the study – LMX, HI HRP and ER – had a positive influence on employees’ ERP through EE. Research limitations/implications This study is helpful in providing better understanding of the predictors of EE and the way it affects employees’ ERP for researches that are aiming to conduct related research studies in an Indian context. To achieve higher employee performance, organizations need to identify factors or drivers that potentially increase the EE levels, thereby, increasing the employees’ performance. This will also help HR practitioners in shaping and formulating effective organizational policies and practices. Originality/value This study has considered the emerging service sector organizations in India that have not been endeavoured before as earlier studies concentrated more on Western countries. The result of the study is congruent with that of the previous studies by establishing a positive relationship between EE and employees’ ERP and also concludes that LMX, HI HRP and ER have positive influence on EE.

scholarly journals THE EFFECT OF EMPOWERING LEADERSHIP ON INTRINSIC MOTIVATION: THE ROLE OF PSYCHOLOGICAL EMPOWERMENT AS A MEDIATION

2020 ◽  
Vol 2 (2) ◽  
Author(s):  
Venita Putri Utami ◽  
Muhammad Zakiy
Keyword(s):  
Employee Engagement ◽  
Work Engagement ◽  
Structural Equation ◽  
Positive Impact ◽  
Employee Performance ◽  
Positive Influence ◽  
Equation Modeling ◽  
Leader Member Exchange ◽  
Cross Sectional ◽  
Member Exchange

Closeness and compatibility between leaders and subordinates significantly affect the comfort of work, which results in employee performance. Through satisfaction in working, it can create employee engagement, which can contribute to improving employee performance. This study aims to determine the effect of leader-member exchange and personal supervisor fit on employee performance mediated by work engagement on Syariah Bank employees in the Special Region of Yogyakarta. The sample in this study amounted to 132 employees using purposive sampling techniques whose data collection uses cross-sectional analysis with the level of analysis of individual samples. This research uses Structural Equation Modeling (SEM) to analyze the data. The results showed that the leader-member exchange and person supervisor fit had a positive effect on work engagement, and work engagement had a positive impact on employee performance. Also, this study demonstrates that work engagement is able to mediate the positive influence of leader-member exchange and person supervisor fit on employee performance. For this reason, it can be said that work engagement is an antecedent that shapes employee performance, which is preceded by leader-member exchange and person supervisor fit.

scholarly journals Leader-member exchange, job satisfaction, employee engagement, and employee performance

2018 ◽  
Vol 1 (2) ◽  
pp. 121
Author(s):  
S Suharnomo ◽  
Dian Kartika
Keyword(s):  
Job Satisfaction ◽  
Employee Engagement ◽  
Employee Performance ◽  
Leader Member Exchange ◽  
Member Exchange ◽  
Positive Effect

The main purpose of this paper is to investigate the effect of leader-member exchange (LMX) on employee performance. We also examine the effect of LMX on job satisfication then job satisfacton on employee performance. Furthermore, our research also test the effect of LMX on employee engagement then employee engagement on employee performance. The results of the analysis using SEM toward 105 respondents who work in Hotel B in Tegal, Indonesia, show supports for almost proposed prediction. However, our prediction that LMX have positive effect on employee performance was not supported.

Employee’s reciprocation of organizational support and leader – member exchange

2014 ◽  
Vol 37 (11) ◽  
pp. 930-943 ◽  
Author(s):  
Ishfaq Ahmed ◽  
Wan Khairuzzaman Wan Ismail ◽  
Salmiah Mohamad Amin
Keyword(s):  
Organizational Support ◽  
Sampling Technique ◽  
Job Involvement ◽  
Leader Member Exchange ◽  
Role Performance ◽  
Mediation Effects ◽  
Content Type ◽  
Role Behavior ◽  
Member Exchange ◽  
Multistage Sampling

Purpose – This paper aims to investigate the association between leader–member exchange (LMX) and perceived organizational support (POS) and their impact on job involvement, in-role performance and extra-role behavior. Design/methodology/approach – Data were collected via questionnaire from 231 employees selected from 40 branches of top ten banks in Pakistan. Banks were selected from the central bank Web site. Sample was selected using multistage sampling technique. Findings – Findings of the study reveal that LMX is an important predictor of employees’ perception of organizational support and job involvement. It is also evident that POS mediate the relation of LMX and job involvement. Further inquiry proves that job involvement created due to presence of support increases employees’ in-role performance and positively influences their extra-role behavior. Originality/value – This study explores the unveiled association of LMX and POS, and mediation effects of POS on job outcomes.

scholarly journals The Influence of Organizational Support, Leader Member Exchange, And Work Stress on Employee Performance With Employee Engagement as Intervening Variables 

Academia Open ◽  
2021 ◽  
Vol 3 ◽  
Author(s):  
Rudy Kurniawan ◽  
Rifdah Abadiyah
Keyword(s):  
Employee Engagement ◽  
Work Stress ◽  
Organizational Support ◽  
Employee Performance ◽  
Linear Regression Analysis ◽  
Leader Member Exchange ◽  
Validity And Reliability ◽  
Member Exchange ◽  
Stress Influences ◽  
Intervening Variables

This study aims to determine The Influence of Organizational Support, Leader Member Exchange, And Work Stress on Employee Performance With Employee Engagement as Intervening Variables in PT.XYZ. The population used is production employees of PT.XYZ, amounting to 187 people, and in this study as many as 128 people were sampled. The sampling technique used in this study is simple random sampling. Data collection is carried out through questionnaires. To test the hypothesis used multiple linear regression analysis tools, multiple correlation coefficients (R), coefficient of multiple determination (R2), classic assumption test, F test and t test with the help of SPSS statistical 18.0, as well as validity and reliability tests. The results of this study prove that intrinsic organizational support, leader member exchange, and work stress, influences employee performance. organizational support, leader member exchange, and work stress influences employee engagement, besides that intrinsic organizational support, leader member exchange, and work stress, and employee engagement  have a direct and indirect influence on employee performance.

scholarly journals KECERDASAN EMOSIONAL DAN LEADER MEMBER EXCHANGE SEBAGAI FAKTOR PEMICU KINERJA KARYAWAN

2020 ◽  
Vol 7 (2) ◽  
Author(s):  
Senny Handayani Suarsa
Keyword(s):  
Emotional Intelligence ◽  
Employee Performance ◽  
Descriptive Analysis ◽  
Positive Influence ◽  
Survey Method ◽  
Leader Member Exchange ◽  
Validity And Reliability ◽  
Member Exchange ◽  
Future Data ◽  
Leadership Changes

This study are expected to get an overview of Emotional Intelligence (EI), Leader Member Exchange (LMX), Employee Performance (EP) and the influence of EI and LMX on EP. Besides, this reference can be used for Auto 2000 to determine how to manage the EI of its employees with the situation of leadership changes in their divisions in the future. Data were collecting through a saturated survey method involving 30 respondents and processing through validity and reliability, descriptive analysis, Ttest and Ftest, and regression. The results had a significant and positive influence on the performance of Auto 2000 Asia Afrika Bandung employees. Thus the hypothesis is proven.

Does leader-member exchange enhance performance in the hospitality industry?

2016 ◽  
Vol 28 (5) ◽  
pp. 969-987 ◽  
Author(s):  
Chung-Jen Wang
Keyword(s):  
Structural Equation ◽  
Hospitality Industry ◽  
Employee Performance ◽  
Equation Modeling ◽  
Leader Member Exchange ◽  
Content Type ◽  
Task Motivation ◽  
Member Exchange ◽  
And Performance ◽  
The Relationship

Purpose This paper aims to integrate leader–member exchange (LMX), creativity and performance research and to develop a model to investigate the relationships among LMX, task motivation, creativity and performance in the hospitality industry. Design/methodology/approach Structural equation modeling (SEM) with bootstrap estimation was conducted with a sample of 312 leader–employee dyadic data from international tourist hotels in Taiwan. Findings The results revealed that LMX positively affected performance and creativity. Most important of all, task motivation was found to mediate the relationship between LMX and creativity, while both task motivation and creativity were found to mediate the relationship between LMX and performance. Research limitations/implications With efforts to combine research variables into a unified theoretical model, this study is the first in the field of hospitality research which explores the two-path mediating effects of these relationships in an integrated SEM framework. More specifically, this study provides a synthesized perspective with bootstrap analyses to broaden hotel research with regard to LMX and examine its influences on employees’ creativity and performance. Practical implications The results of this study suggest that human resource departments in hotel companies should provide training programs for supervisors and employees to enhance their reciprocal relationships, and establish reward mechanisms to encourage the development of more creative services at work. Originality/value This study added to the literature with its use of a non-Western sample, and extended the prior research in the context of the hospitality industry. Overall, the conclusions provide empirical evidence in an integrated model that task motivation can strengthen the influence of LMX on creativity and can also nourish the influence of creativity on employee performance.

Psychological contract breach and teachers' organizational commitment: mediating roles of job embeddedness and leader-member exchange

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Veronica Serwaa Amoah ◽  
Francis Annor ◽  
Maxwell Asumeng
Keyword(s):  
Organizational Commitment ◽  
Psychological Contract ◽  
Job Embeddedness ◽  
Psychological Contract Breach ◽  
Leader Member Exchange ◽  
Normative Commitment ◽  
Contract Breach ◽  
Continuance Commitment ◽  
Content Type ◽  
Member Exchange

PurposeThe study examined the relationship between psychological contract breach and organizational commitment and whether leader-member exchange and job embeddedness mediate this relationship.Design/methodology/approachThe study adopted a quantitative approach and is based on a sample of 298 teachers in basic schools in Accra, Ghana. Participants completed surveys with standardized measures on psychological contract breach, job embeddedness, leader-member exchange and organizational commitment. Hypothesized relationships were tested using structural equation modeling in AMOS 21.0.FindingsPsychological contract breach had a direct negative relationship with affective and normative commitment but had no significant direct relationship with continuance commitment. Psychological contract breach was indirectly related to affective and normative commitment through both job embeddedness and leader-member exchange, and indirectly related to continuance commitment through only job embeddedness.Practical implicationsFindings from the study suggest that employers' failure to fulfill their obligations to employees has significant potential cost to the organization, and underscore the need for managers, particularly in educational institutions, to institute measures to eliminate or minimize the occurrence of psychological contract breach.Originality/valueThe study contributes to research examining antecedents of organizational commitment as well as the mechanisms linking psychological contract breach to organizational commitment in the educational 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.

scholarly journals The Effect of Leaders’ Adoption of Task-Oriented or Relationship-Oriented Leadership Style on Leader-Member Exchange (LMX), In the Organizations That Are Active In Service Sector: A Research on Tourism Agencies

2018 ◽  
Vol 7 (1) ◽  
pp. 50 ◽  
Author(s):  
Nilufer Ruzgar
Keyword(s):  
Human Resources ◽  
Leadership Style ◽  
Service Sector ◽  
Considerable Effect ◽  
Survey Method ◽  
Leader Member Exchange ◽  
Face To Face ◽  
Member Exchange ◽  
Group Members ◽  
Task Oriented

It is essential in all organizations to provide integration of human resources and the organization, in terms of organizational effectiveness. In organizations that are active in service sector, this integration is especially important because of the fact that the employees are in face-to-face relationship with the customers. In this sense, the extent of responsibility on managers/leaders, is really important. Managers/leaders in organizations can adopt a leadership style and behave as “Task (Work) Oriented” or “Employee (Relationship) Oriented”. The style that is adopted by the leader, has a considerable effect on their relationship with employees.Leader-member Exchange Theory (LMX) is the leading theory that scrutinizes endogeneity and exogeneity. LMX, codes human resources as inner-group and outer-group in the context of leader-member exchange. The leadership styles that are adopted by the managers, have great impact on the exchange among leaders and subordinates. Thus, the subordinates perceive their situation either inner-group members or outer-group members.The purpose of this study, is to find out the effect of the leadership style that is adopted by the managers on Leader-Member Exchange (LMX). In this context, a survey method is applied to the tourism agencies that are active in Yalova, Turkey. The survey consists Fiedler’s LPC (least preferred co-worker) measure, Leader-member Exchange measure and demographical questions. According to the results, there is no statistically significant effect of Task Oriented leadership style on Self Oriented dimension of LMX. On the other hand, it has been found that there is statistically significant effect of Relationship Oriented Leadership Style on Self Oriented dimension of LMX.

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