The mediating effect of LMX in the relationship between school bureaucratic structure and teachers’ proactive behavior

2017 ◽  
Vol 38 (6) ◽  
pp. 780-793 ◽  
Author(s):  
Yusuf Cerit
Keyword(s):  
Mediating Effect ◽  
School Structure ◽  
Leader Member Exchange ◽  
Proactive Behavior ◽  
Content Type ◽  
Enabling School Structure ◽  
Member Exchange ◽  
Taking Charge ◽  
Bureaucratic Structure

Purpose The purpose of this paper is to examine the mediating effect of leader-member exchange on school bureaucratic structure and teachers’ proactive behavior. Design/methodology/approach The study was carried out in elementary schools in Turkey. Classroom teachers proactive behavior was measured using the taking charge scale developed by Morrison and Phelps (1999), school bureaucratic structure was measured using enabling school structure scale developed by Hoy and Sweetland (2000), and LMX quality was measured using the seven-item LMX scale developed by Graen ve Uhl-bien (1995). Findings It was found that school bureaucratic structure had both directly and indirectly effect on teachers proactive behavior via leader-member exchange. Research limitations/implications This study contributes to complete proactive behavior literature by investigating how such behavior is related to the quality of LMX relationships and school bureaucratic structure. The investigation of these relationships is likely to advance understanding of the consequences of teachers’ proactive behavior. Originality/value This research combines prior research streams by jointly exploring bureaucratic school structure and the quality of LMX relationships as predictors of teachers’ proactive behaviors.

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.

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.

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.

The relationship between leader construal level and leader-member exchange relationship

2019 ◽  
Vol 40 (8) ◽  
pp. 845-859
Author(s):  
Sevgi Emirza ◽  
Alev Katrinli
Keyword(s):  
Interactive Effect ◽  
Demographic Characteristics ◽  
Construal Level ◽  
Relational Demography ◽  
Leader Member Exchange ◽  
Content Type ◽  
Member Exchange ◽  
Demographic Similarity ◽  
The Relationship

Purpose The purpose of this paper is to investigate the effect of leader’s construal level, which is the tendency of the leader to construe things abstractly or concretely, on leader-member exchange (LMX) quality and the moderating role of relational demography, which is the comparative similarity between supervisor and subordinate in demographic characteristics. The authors hypothesize a positive relationship between leader construal level and the quality of relationship, such that, as the leader’s construal level increases and becomes more abstract, the quality of relationship improves. Furthermore, demographic similarity is expected to moderate the relationship between leader construal level and LMX quality. Design/methodology/approach Data were collected from 159 employees with an online questionnaire. Hierarchical regression analysis was used for hypothesis testing. Findings Results show that the leader’s construal level is positively associated with LMX quality. Moreover, demographic similarity moderates this relationship such that when subordinate and supervisor have similar demographic characteristics, the effect of leader construal level on LMX is higher. Originality/value This study addresses the call for further research on leader-related antecedents of LMX by showing that leader construal level predicts relationship quality. This study also enhances our understanding of how to leverage the construal level in leadership research. Moreover, this study provides a deeper and more integrated understanding regarding the development of LMX relationships by delineating the interactive effect of leader-related features and relational demography.

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.

Leader-member exchange and leader identification: comparison and integration

2018 ◽  
Vol 33 (2) ◽  
pp. 122-141 ◽  
Author(s):  
Jie Li ◽  
Stacie Furst-Holloway ◽  
Suzanne S. Masterson ◽  
Larry M. Gales ◽  
Brian D. Blume
Keyword(s):  
Leadership Styles ◽  
Social Exchange ◽  
Structural Equation ◽  
Relative Weight ◽  
Equation Modeling ◽  
Leader Member Exchange ◽  
Cross Sectional ◽  
Content Type ◽  
Member Exchange ◽  
Taking Charge

Purpose The purpose of this paper is to compare and integrate leader-member exchange (LMX) and leader identification (LID) as concurrently functioning mediators between three leadership styles (individual-focused transformational, contingent reward, and benevolent paternalistic) and two citizenship behaviors (helping and taking charge). Design/methodology/approach Data included 395 stable, independent leader-follower dyads from numerous Chinese organizations. Partial least squares structural equation modeling and relative weight analysis were used in data analyses. Findings In established, steady-state leader-member alliances, LMX was the dominant explanation between various leadership styles and helping; whereas LID explained leadership effects on taking charge. Three-stage indirect effects of leadership-LMX-LID-taking charge were found. Also, LMX and LID related to the three focal leadership styles in distinct ways. Research limitations/implications Limitations include cross-sectional data. Strengths include a large, multi-source field sample. Implications include that LMX and LID provide different prosocial motivations; LMX indirectly engenders stronger other-orientation through LID; and the nature of indirect leadership effects via LID is more sensitive to the nature of the focal leadership styles. LMX and LID together provide a package of prosocial motivations. Practical implications Leaders interested in increasing employees’ helping vs taking charge behaviors can be more effective by understanding the different motivational potentials of LMX vs LID. Leaders also need to choose appropriate behavioral styles when they activate LMX vis-à-vis LID. Originality/value This study integrates multiple leadership theories to provide a nuanced account of how social exchange and self-concept explain leadership at the interpersonal level when leadership styles, LMX, and LID are stable.

Relational age and leader–member exchange: mediating role of perceived trust

2020 ◽  
Vol 12 (4) ◽  
pp. 563-576
Author(s):  
Megha Gupta ◽  
Kanika T. Bhal ◽  
Mahfooz A. Ansari
Keyword(s):  
Poor Quality ◽  
Generation Gap ◽  
Age Difference ◽  
Leader Member Exchange ◽  
National Capital Region ◽  
Content Type ◽  
Perceived Trust ◽  
Member Exchange ◽  
The Impact

Purpose Drawing on similarity-attraction hypothesis and generational gap literatures, this study aims to examine the impact of age difference in a leader–member dyad on leader–member exchange (LMX). The study hypothesized that relational age would impact the subordinates-reported LMX. However, given that leaders have structural power over subordinates and hence have mechanisms of interaction available to them, the age difference might not determine their perception of quality of LMX. The study also hypothesized that generation gap in values and beliefs leads to lack of trust, on the part of subordinates, which in turn might be the reason for poor quality of LMX. Design/methodology/approach A total of 200 leader–member dyads from five organizations in the National Capital Region of India were used in this study. Data were collected via separate structured questionnaires for leaders and members, which comprised of standard scales of LMX and perceived trust, and demographics. Findings Hypotheses received substantial support from the data with a few exceptions. Only the loyalty dimension of perceived trust mediates the relationship between relational age and member perception of LMX. Research limitations/implications Results have implications for relational age and LMX interventions. However, the results are to be viewed in the light of members’ perspective. While this is a common practice in LMX research, it would be interesting to explore leaders’ trust and psychological reactions as well, for additional insights into leadership practice. Originality/value Limited work has been done to explore the impact of relational age on LMX, that too mediated by trust. An attempt has been made in this study to do so via leader–member dyads.

Leader-member exchange and the transfer of knowledge from Taiwanese managers to their Chinese subordinates

2017 ◽  
Vol 38 (6) ◽  
pp. 868-882
Author(s):  
Shih Yu (Cheryl) Cheng
Keyword(s):  
Social Interaction ◽  
Knowledge Transfer ◽  
Evaluation Model ◽  
Mediating Effect ◽  
Future Research ◽  
Leader Member Exchange ◽  
Transfer Of Knowledge ◽  
Paired Data ◽  
Content Type ◽  
Member Exchange

Purpose The purpose of this paper is to investigate the relationships among leader-member exchange (LMX) quality, social interaction, and the effectiveness of knowledge transfer. Design/methodology/approach This study used a paired questionnaire to collect 209 valid sets of paired data, consisting of responses from 37 Taiwanese supervisors and their 209 Chinese subordinates at 35 Taiwanese manufacturing firms located in Mainland China. The proposed hypotheses were tested with the application of a two-step approach of PLS-SEM analysis. Findings The results of this study showed that LMX quality and social interaction are positively associated with effective knowledge transfer, and most importantly, it found that social interaction between Taiwanese managers and their subordinates has a full mediating effect on this relationship. Research limitations/implications The data were collected from a dyad supervisor-subordinate relationship; thus, future research is encouraged to collect data from peer co-worker relationships. The findings, however, suggested that organizations should provide a supportive environment where a good supervisor-subordinate relationship can be created for the enhancement of knowledge transfer. Practical implications The study suggested that managers should work to develop high-quality LMX relationships with their subordinates, as this can enhance social interaction among employees and facilitate more effective knowledge transfer. Originality/value The paper applied a four-level training evaluation model to assess the effectiveness of knowledge transfer which has never been done before, and found that both LMX quality and social interaction affect how well individuals can acquire knowledge.

Hierarchical power and personality in leader-member exchange

2016 ◽  
Vol 31 (7) ◽  
pp. 1198-1213 ◽  
Author(s):  
David J. Yoon ◽  
Joyce E. Bono
Keyword(s):  
Leadership Development ◽  
Development Program ◽  
Leader Member Exchange ◽  
High Quality ◽  
Content Type ◽  
Supervisory Relationships ◽  
Relationship Partners ◽  
Member Exchange

Purpose The purpose of this paper is to examine the role of supervisor and subordinate personality in high quality supervisor-subordinate (leader-member exchange; LMX) relationships. Design/methodology/approach In this field study, 142 supervisors drawn from a leadership development program, and 509 of their subordinates, completed a personality survey and reported on the quality of their relationships. Findings Self and partner personality (agreeableness and extraversion), and the match between them were predictors of LMX. Consistent with approach/inhibition theory of power, personality traits of relationship partners had a stronger effect when the partner held a position of power (i.e. supervisors) than when the partner was a subordinate. Practical implications The results inform organizational selection by showing the importance of supervisory traits for the formation of high quality supervisor-subordinate relationships. They may also help organizations facilitate the development of high quality supervisory relationships. The findings also suggest that it is critical to consider the balance of power when assessing LMX, along with factors that lead to its development, or benefits that ensue from it. Originality/value To date, there is an assumption that certain traits predict the development of high quality relationships between supervisors and subordinates. The results point out the importance of considering the role of power in LMX relationships. The paper shows that the effects of supervisory traits, which are rarely examined in the context of LMX relationships, more strongly predict LMX than do the traits of subordinates.

Impact of leader–member exchange and perceived organisational support on turnover intention

2019 ◽  
Vol 42 (4) ◽  
pp. 520-536 ◽  
Author(s):  
Maryam AlHashmi ◽  
Fauzia Jabeen ◽  
Avraam Papastathopoulos
Keyword(s):  
Turnover Intention ◽  
Police Force ◽  
Mediating Effect ◽  
Leader Member Exchange ◽  
Content Type ◽  
Positive Effects ◽  
Organisational Support ◽  
Police Personnel ◽  
Member Exchange ◽  
Perceived Organisational Support

Purpose The purpose of this paper is to investigate the relationship between leader–member exchange (LMX), perceived organisational support (POS) and turnover intention (TI) through the mediating effect of psychological stress in the police personnel of United Arab Emirates (UAE). Design/methodology/approach A questionnaire-based survey was used to collect data from police personnel (n=800) deployed in different positions in UAE police departments. The structural equation modelling analyses were consistent with the full and partial mediation models in which LMX, POS and PS predict TI. Specifically, several alternative models were compared to confirm the mediation effects. Findings The results revealed that while LMX had a direct negative effect on police force TI, POS had no indirect impact on police force TI. Furthermore, LMX did positively influence police personnel’s POS. PS acted as a full mediator between police personnel’s POS and TIs. Additionally, the direct positive effects of PS on police personnel’s TIs were confirmed. Research limitations/implications The findings will help policymakers and practitioners to better understand the influences of the LMX, POS and PS factors on police force TI and will help in formulating strategies to minimise TI and retain talented police personnel for effective safety and law enforcement in the country. Originality/value The study contributes to the literature by being one of the first to study the LMX, POS, PS and TIs of police personnel within the context of an emerging Arab country.

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