The influence of dispositions and shared leadership on team–member exchange

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Rebecca S. Lau ◽  
Gordon W. Cheung ◽  
Helena D. Cooper–Thomas
Keyword(s):  
Work Engagement ◽  
Shared Leadership ◽  
Team Member ◽  
Negative Effects ◽  
Content Type ◽  
Individual Level ◽  
Positive Effects ◽  
Propensity To Trust ◽  
Team Member Exchange ◽  
Member Exchange

PurposeThis study aims to examine two individual dispositions, propensity to trust and reciprocation wariness, as antecedents of team–member exchange (TMX) and how shared leadership moderates these relationships. It also investigates work engagement as a consequence of TMX.Design/methodology/approachData were collected from 175 employees in 42 teams; a multilevel random slope model was used to test the moderating effect of shared leadership at the team level and across levels.FindingsShared leadership provides a boundary condition for the relationships from propensity to trust and reciprocation wariness to work engagement through TMX. At the individual level, the positive effects of propensity to trust and negative effects of reciprocation wariness on TMX, and their indirect effects on work engagement through TMX, were weaker at higher shared leadership. At the team level, the positive relationship between propensity to trust and TMX was unconditional on shared leadership, whereas the relationship between reciprocation wariness and TMX was moderated by shared leadership. At the team level, shared leadership had positive effects on TMX and work engagement.Practical implicationsManagers can adopt shared leadership to encourage social exchanges among team members to enhance TMX and work engagement.Originality/valueThe study extends the TMX research by investigating dispositions as antecedents and work engagement as a consequence at both individual and team levels. It also identifies the moderating role played by team-level shared leadership, which provides a strong situation supporting reciprocal interactions.

The effects of shared leadership on team performance

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Jiyeong Han ◽  
Jeewhan Yoon ◽  
Woojae Choi ◽  
Gyehoon Hong
Keyword(s):  
Team Performance ◽  
Shared Leadership ◽  
Mediating Effect ◽  
Conservation Of Resources ◽  
Team Leaders ◽  
Negative Effects ◽  
Content Type ◽  
Positive Effects ◽  
High Level ◽  
Task Oriented

PurposeThis study aims to investigate the relationship between shared leadership and team performance at the team level. Drawing on conservation of resources (COR) theory, the authors examine whether shared leadership is associated with team performance through team positive psychological capital (PsyCap). This study further examines whether task-oriented and relationship-oriented shared leadership affect team performance differently.Design/methodology/approachMulti-source survey data were obtained from 92 team leaders and 319 employees. An aggregation approach was used to analyze the data at the team level.FindingsA high level of shared leadership positively influences team performance through the mediation of team PsyCap. Moreover, relationship-oriented shared leadership is positively associated with team performance through team PsyCap, while task-oriented shared leadership is negatively associated with team performance without the mediating effect of team PsyCap.Practical implicationsBy focusing on the negative effects of task-oriented shared leadership and the positive effects of relationship-oriented shared leadership and team PsyCap on team performance, this study suggests new ways to manage team performance effectively and extends shared leadership literature.Originality/valueThis study applied COR theory to analyze the effect of shared leadership mediated by team PsyCap on team performance. It contributes to shared leadership literature by shedding light on the negative effects of task-oriented shared leadership and on the positive aspects of relationship-oriented shared leadership.

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.

Team-member exchange and innovative work behaviour

2019 ◽  
Vol 11 (3) ◽  
pp. 344-361 ◽  
Author(s):  
Vinit Ghosh ◽  
Manaswita Bharadwaja ◽  
Sresha Yadav ◽  
Gaurav Kabra
Keyword(s):  
Self Efficacy ◽  
Team Member ◽  
Psychological Empowerment ◽  
Content Type ◽  
Team Member Exchange ◽  
Member Exchange ◽  
Innovative Work ◽  
Innovative Work Behaviour ◽  
Creative Self ◽  
Innovative Output

Purpose In the context of team's influence on its members, this paper aims to investigate the effects of team-member exchange (TMX) on members' innovative work behaviour (IWB). The current study presents a moderated mediation model and examines the mechanisms and conditions involved in TMX-IWB relationship. Design/methodology/approach A quantitative research methodology was adopted where 156 engineering and management students (grouped into 33 teams) were given a task in the form of an assignment to be completed in three weeks’ timeframe. Post task, perceptions about TMX and IWB of members were captured using a questionnaire and the innovative output of each team was assessed using multi-rater technique. Findings Psychological empowerment fully mediates TMX’s effect on team member's IWB. Furthermore, the results indicate that creative self-efficacy moderates the mediated path from TMX to IWB via psychological empowerment. The mediating effect of psychological empowerment is stronger when creative self-efficacy of a team member is higher. Furthermore, the relation between group-level innovative behaviour and the team's innovative output has been established. Originality/value The current research has contributed to the limited literature on team performance and management. This paper has uniquely investigated psychological empowerment in the context of TMX and IWB. The paper has encapsulated the theoretical and practical underpinnings of the mediated effect of psychological empowerment on team members' innovation-oriented behaviour.

Team-member exchange, voice behavior, and creative work involvement

2017 ◽  
Vol 38 (3) ◽  
pp. 417-431 ◽  
Author(s):  
Hsi-An Shih ◽  
Nikodemus Hans Setiadi Wijaya
Keyword(s):  
Team Member ◽  
Reciprocal Relationship ◽  
Mediating Effect ◽  
Creative Work ◽  
Voice Behavior ◽  
Content Type ◽  
Work Involvement ◽  
Team Member Exchange ◽  
Member Exchange

Purpose The purpose of this paper is to conceptualize the links among team-member exchange (TMX), voice behavior, and creative work involvement. Design/methodology/approach A total of 260 employees were participants in this study. All were alumni of a Business School in Indonesia. Data were gathered at two time points four months apart. Hierarchical regression and bootstrapping analyses were conducted to find the effects of TMX on voice behavior and creative work involvement. Findings Results from the analyses showed positive effects of TMX on both voice behavior and creative work involvement. A positive effect of voice behavior on creative work involvement was found. The results also exhibited a partial mediating effect of voice behavior on the relationship between TMX and creative work involvement. Practical implications The findings point to the importance of maintaining TMX quality in work teams for enhancing employee voice and creativity. Organizations may need to develop members’ reciprocal relationship skill in teams and maintain the roles of team leaders to develop the quality of TMX. It is also suggested that the practice of self-management teams may enhance the quality of TMX and voice behavior of employees. Originality/value This paper offers new insight on how levels of TMX may impact on members’ voice behavior and creative work involvement. Longitudinal data may provide a more accurate prediction of the links among TMX, voice behavior, and creative work involvement.

scholarly journals PENGARUH KUALITAS HUBUNGAN SESAMA ANGGOTA TIM DAN KEPEMIMPINAN BERSAMA TERHADAP EFEKTIVITAS TIM PADA ORGANISASI PUBLIK

2018 ◽  
Vol 8 (2) ◽  
pp. 372
Author(s):  
Anjar Ramdhana ◽  
Wustari L. Mangundjaya ◽  
Ahmad Cahyo Nugroho
Keyword(s):  
Shared Leadership ◽  
Team Effectiveness ◽  
Team Member ◽  
Functional Integration ◽  
Team Process ◽  
Team Member Exchange ◽  
Member Exchange ◽  
Group Members ◽  
Points Of View ◽  
Group Member

Abstract. This study aims to examine the effect of team member exchange qualities and shared leadership on team effectiveness in order to describe cross-functional integration conditions in public organizations. Cross-functional integration on these research explained with two points of view, as a group members behavior and as a team process. Cross-functional integration as a group members behavior established if (1) team member exchange qualities positively affects shared leadership; and (2) shared leadership positively affects team effectiveness. Cross-functional integration as a team process established if team member exchange qualities affects on team effectiveness through shared leadership. The study was conducted on Directorate A, B and C, with totally 90 respondents. The research method used regression analysis and path analysis. The results showed (1) team member exchange qualities positively affect shared leadership on Directorate A, B and C; (2) shared leadership positively affects team effectiveness on Directorate B and C; and (3) team member exchange qualities positively affects team effectiveness through shared leadership on Directorate C. Based on those results, we can conclude that cross-functional integration as group member behavior established in Directorate B and C, and cross-functional integration as a team process established only in Directorate C.

scholarly journals Individual and Group Level Antecedents of Team-Member Exchange (TMX) and its Associated Outcomes

2015 ◽  
Vol 5 (1) ◽  
pp. 567-583
Author(s):  
Urmila Rani Srivastava ◽  
Vandana Singh
Keyword(s):  
Team Member ◽  
Relevant Literature ◽  
Future Research ◽  
Group Level ◽  
Exchange Relationship ◽  
High Quality ◽  
Individual Level ◽  
Team Member Exchange ◽  
Member Exchange ◽  
The Individual

In recent years, teams have become a popular and efficient way of managing and performing work tasks. The idea behind teams is that if they are structured to maximize communication density, connectivity, and minimize hierarchy, there will be greater flexibility in communicating, cooperating, and collaborating on work-related tasks. Human resources  are growing concern for today’s competitive organizations. Therefore it is very essential to focus on this issue seriously. In this review paper, we have integrated empirical research regarding the antecedents and consequences of Team-Member Exchange (TMX). An exchange relationship between team members is very critical but relatively unexplored phenomenon in the field of organizational behaviour. We have proposed a theoretical model to study certain selected antecedents (or predictor) and consequences of team-member exchange (TMX) process, both at the individual and group level. The individual level antecedents included in this paper are organizational justice, emotional intelligence, workplace friendship and group level antecedents are collectivistic orientation, team similarity, team identification, team-member affect, team reflexivity and group potency. Likewise, individual level outcomes associated with high quality team-member exchange are organizational citizenship behaviour, job performance, mental health and group level outcomes associated with high quality team-member exchange are team conflict, team climate, team commitment, team performance and team innovativeness. Further, several preliminary propositions have been offered to guide future research and the role of team-member exchange (TMX) within a broad theoretical and empirical context is discussed.Finally, we have discussed the gaps in the relevant literature, major issues for future research on team-member exchange (TMX) along with implications and interventions about how management can develop good interrelationships between co-workers. 

Dark traits, social loafing and team member exchange: Who slacks and when?

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Aric J. Wilhau
Keyword(s):  
Team Member ◽  
Dark Triad ◽  
Social Loafing ◽  
Workplace Behavior ◽  
Content Type ◽  
Team Member Exchange ◽  
Member Exchange ◽  
Interactionist Perspective ◽  
Deviant Workplace Behavior ◽  
American Employees

Purpose This paper aims to examine the workplace team member self-reported social loafing (SL) in relation to the dark triad personality traits of Machiavellianism, narcissism and psychopathy. The moderating effect of team member exchange (TMX), a social contextual factor, on each proposed dark trait-SL relationship was also examined. A person X situation interactionist perspective was adopted. Design/methodology/approach American employees were recruited to complete surveys consisting of previously published, validated and reliable scales. Correlations and hierarchical regressions were used to test the study hypotheses. Findings As hypothesized, all positive dark trait-SL relationships were supported. TMX moderated the Machiavellianism-SL and psychopathy-SL relationships, as hypothesized. Unexpectedly, TMX was not found to moderate the narcissism-SL relationship. Originality/value Findings imply increased managerial monitoring costs when supervising employees with elevated levels of dark traits. This is especially so when workers are assigned to team tasks and SL is a concern. To alleviate loafing tendencies, the nurturing of high-quality TMX relations among employees with elevated levels of traits Machiavellianism and psychopathy likely moderates the positive Machiavellianism- and psychopathy-SL relations. The emerging SL literature that accounts for both personality and situation, the dark trait-deviant workplace behavior literature stream and research evidencing the ability of TMX to remedy problematic characteristic behaviors are all extended by the present research.

Work Engagement of Nurses in Private Hospitals

2016 ◽  
Vol 18 (4) ◽  
pp. 555-568 ◽  
Author(s):  
Prasanjit Dasgupta
Keyword(s):  
Work Engagement ◽  
Organizational Support ◽  
Team Member ◽  
Health Workers ◽  
Role Stress ◽  
Nursing Role ◽  
Workplace Friendship ◽  
Team Member Exchange ◽  
Member Exchange ◽  
The Relationship

This study examined the impact of organizational, personal, team, job demand factors and mediating effects of team and affective commitments on nurses’ work engagement. Health workers’ work engagement has positive effect on patient satisfaction; nurses constitute a major group among health workers. To find reliability of the instruments pilot study was conducted in three hospitals of Kolkata (India) in which 175 nurses participated. In the main study, 504 nurses from five hospitals in Kolkata participated. Correlation, regression analysis and Sobel test was used to find out the relationships. Perceived organizational support, leader–member exchange, team–member exchange, workplace friendship, all relate positively to work engagement. Nursing role stress negatively relates to work engagement. Team commitment positively mediates the relationship between leader–member exchange, team member exchange and workplace friendship with work engagement. Affective commitment positively mediates the relationship between perceived organizational support and core self-evaluation with work engagement and negatively mediates the relationship between nursing role stress and work engagement. Result of the study shall be helpful for health care managers to devise appropriate strategies for enhancement of work engagement of nurses.

Effects of Gen Y hotel employee’s voice and team-member exchange on satisfaction and affective commitment between the U.S. and China

2018 ◽  
Vol 30 (5) ◽  
pp. 2230-2248 ◽  
Author(s):  
MiRan Kim ◽  
Laee Choi ◽  
Carl P. Borchgrevink ◽  
Bonnie Knutson ◽  
JaeMin Cha
Keyword(s):  
Affective Commitment ◽  
Online Survey ◽  
Team Member ◽  
Equation Modeling ◽  
Content Type ◽  
Gen Y ◽  
Hotel Employees ◽  
Team Member Exchange ◽  
Member Exchange ◽  
The Usa

Purpose This study aims to examine the effects of employee voice (EV) and team-member exchange (TMX) on employee job satisfaction (EJS) and affective commitment to an organization among Gen Y employees of hotel companies in the USA and China. Design/methodology/approach Using a Qualtrics panel, a self-administered online survey was completed by Gen Y hotel employees in the USA and China. Multiple-group structural equation modeling analysis examined relative moderating effects on the proposed framework. Findings The effect of EV on EJS was greater in China than in the USA. However, Gen Y hotel employees in the USA who experience high-quality TMX are more likely to have greater EJS than they would in China. Research limitations/implications Further studies need to be carried out in other hospitality sectors or non-hospitality business areas with different cross-national contexts. Practical implications Chinese hotel managers need to develop effective ways to encourage Gen Y EV. To promote TMX of Gen Y employees in the USA, supporting team-oriented projects and/or evaluations can be an effective way. Originality/value This study advances previous cross-cultural studies by focusing on a generation subculture. It makes significant contributions to the hospitality literature, as it is the first among research studies that examines Gen Y employees’ extra-role behavior (EV) and TMX across different national cultures: the USA vs China.

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