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.

scholarly journals The influences of transformational leadership on employee employability

2019 ◽  
Vol 41 (1) ◽  
pp. 101-118 ◽  
Author(s):  
Xie Yizhong ◽  
Yevhen Baranchenko ◽  
Zhibin Lin ◽  
Chi Keung Lau ◽  
Jie Ma
Keyword(s):  
Transformational Leadership ◽  
Social Exchange ◽  
Organizational Support ◽  
Job Characteristics ◽  
Content Type ◽  
Mediating Role ◽  
Team Member Exchange ◽  
Member Exchange ◽  
Line Manager ◽  
The Relationship

Purpose The purpose of this paper is to examine the mediating role of job characteristics and social exchange in transformational leadership (TFL) and employability relationship. Design/methodology/approach The sample is composed of 760 participants employed in Yangtze Delta and Pearl River Delta in China. The participants have worked under their line manager for more than one year. In order to better prevent data from possible common method bias, two waves of surveys (in 2014) on a stratified sample, included a mix of industries, such as construction, manufacturing, finance, insurance and communications, were used to investigate the proposed relationship between TFL, job characteristics, social exchange and employability. Findings The research has empirically tested the relationship between TFL and employability. While previous research has analyzed the relationship between them, the authors have enriched existing literature by exploring the mediating factors and illustrating the importance of indirect effects. Besides the direct effect, the results of this study showed that TFL could also improve employees’ employability through job demands, skill discretion, decision authority, perceived organizational support and team–member exchange, but not leader–member exchange. Originality/value The study opens up a debate around the employability of employees as it stands apart from the performance measurement. The authors believe that this new mediating model can provide an insight into complex mechanisms of employability enhancement from the perspective of leader development.

How leader–member exchange affects job embeddedness and job dedication through employee advocacy

2022 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Yilmaz Akgunduz ◽  
Selcen Seda Turksoy ◽  
Mehmet Alper Nisari
Keyword(s):  
Social Exchange ◽  
Structural Equation ◽  
Reliability And Validity ◽  
Critical Factor ◽  
Job Embeddedness ◽  
Mediating Effect ◽  
Leader Member Exchange ◽  
High Quality ◽  
Content Type ◽  
Member Exchange

PurposeCompatible with the principles of leader–member exchange (LMX) theory and social exchange theory (SET), the study explores the effect of LMX on job embeddedness and job dedication and the mediating role of employee advocacy.Design/methodology/approachThe data were gathered via a survey at four hotels in Izmir. To test the reliability and validity, 194 valid questionnaires were subjected to confirmatory factor analysis and path analysis. Structural equation modelling was used to test the hypothesized relationships.FindingsThe results show that high quality LMX and employee advocacy increase the hotel employees' job embeddedness and job dedication. In addition, the results show that employee advocacy has a partial mediating effect on the relationships between LMX and job embeddedness, and between LMX and job dedication.Originality/valueAlthough past researches have examined both various determinants of employee job embeddedness and job dedication, and consequences of high-quality LMX, they have ignored a critical factor, which is employee advocacy. This current study addresses this research gap by investigating the interrelations between LMX and job embeddedness, and job advocacy through employee advocacy in hotels. Moreover, this research is the first empirical study that analyzes the relationships between LMX, job embeddedness, job dedication and employee advocacy in the same model. Therefore, this research contributes to hospitality literature by filling this gap.

The “silent assassin” in your organization? Can job insecurity climate erode the beneficial effect of a high-quality leader-member exchange?

2018 ◽  
Vol 47 (6) ◽  
pp. 1174-1193 ◽  
Author(s):  
Irina Nikolova ◽  
Beatrice Van der Heijden ◽  
Lena Låstad ◽  
Guy Notelaers
Keyword(s):  
Social Exchange ◽  
Organizational Citizenship ◽  
Social Exchange Theory ◽  
Job Insecurity ◽  
Leader Member Exchange ◽  
Content Type ◽  
Moderation Effect ◽  
Exchange Processes ◽  
Member Exchange ◽  
Private And Public

Purpose The purpose of this paper is to examine the possible role of job insecurity climate as a moderator in the relationship between leader–member exchange (LMX) and organizational citizenship behaviors (OCBs). Design/methodology/approach Questionnaire data were collected from 466 employees working in 14 organizations from both the private and public sector. Following the core tenets of social exchange theory and occupational stress theories, the authors argue that ideally job insecurity is studied as a climate-level construct, given the fact that intra-group social exchange processes strongly influence the formation of employee perceptions about specific aspects of their work context (e.g. job insecurity). Findings In line with one of the hypotheses, multi-level analyses revealed that LMX is significantly and positively related to OCBs. In addition, the authors found support for a negative moderation effect, such that LMX has a less strongly positive relationship with extra-role behaviors that are beneficial to the organization when job insecurity climate is high. Originality/value The study contributes to the limited empirical scholarly research on job insecurity climate and its correlates. Management and HR professionals in working organizations are advised to focus on preventive measures (e.g. to invest in the professional development of their employees, that is focus on employability enhancement, in order to reduce job insecurity) as well as on participation-based interventions.

Reversing the lens

2019 ◽  
Vol 41 (1) ◽  
pp. 1-18
Author(s):  
Sajjad Nawaz Khan ◽  
Siti Mariam Abdullah ◽  
Abdul Halim Busari ◽  
Muhammad Mubushar ◽  
Ikram Ullah Khan
Keyword(s):  
Transformational Leadership ◽  
Social Exchange ◽  
Social Exchange Theory ◽  
Strong Relationship ◽  
Intellectual Stimulation ◽  
Cultural Backgrounds ◽  
Content Type ◽  
Theoretical Contribution ◽  
Idealized Influence

Purpose The purpose of this paper is to investigate the role of followership dimensions in the transformational leadership process by reversing the lens from the traditional leader-centric perspective to emerging followership perspective and examine the role of trust as a mediating variable in the proposed relationship. Design/methodology/approach Using quantitative method data were collected through a questionnaire from 506 respondents of the telecom sector in Pakistan. The proposed hypotheses were tested using SPSS V.23 and PROCESS V.3.1. Findings The results indicate that followership dimensions (active engagement and independent critical thinking) positively affect all the four constructs of transformational leadership (idealized influence, inspirational motivation, intellectual stimulation and individualized consideration). Furthermore, trust in leadership partially mediates the direct relationship between followership dimensions and transformational leadership constructs. Research limitations/implications This study is conducted in a developing country context which limits its generalizability in other cultural backgrounds. Hence, further investigation could test the role of followership using different samples and methods. Practical implications Organizations need to pay more attention to followers’ development to produce better followership outcomes that will ultimately help establish strong relationships with transformational leaders and sustained positive outcomes. Originality/value This study empirically tests Shamir’s (2007) “reversing the lens” perspective and extends a distinct theoretical contribution to the social exchange theory that neither followers are passive participants, nor always on the receiving end of the relationship but they actively participate to establish a strong relationship with their leaders.

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.

Linking Leader-Member Exchange and Employee Work Outcomes: The Mediating Role of Organizational Social and Economic Exchange

2009 ◽  
Vol 5 (3) ◽  
pp. 401-422 ◽  
Author(s):  
Raymond Loi ◽  
Yina Mao ◽  
Hang-yue Ngo
Keyword(s):  
Social Exchange ◽  
Structural Equation ◽  
Affective Commitment ◽  
Intention To Leave ◽  
Work Outcomes ◽  
Leader Member Exchange ◽  
Economic Exchange ◽  
Mediating Role ◽  
Member Exchange

This study presents and tests a framework that links leader—member exchange (LMX) with two different forms of employee–organization exchange: organizational social exchange and organizational economic exchange. We propose that these two forms of employee exchange with the organization would be the main mechanisms through which LMX affects employees’ affective commitment and intention to leave. We used structural equation modelling to analyze the data collected from 239 employees in a foreign-invested enterprise in China. Results showed that both organizational social exchange and organizational economic exchange acted as full mediators in the relationships between LMX and the two outcome variables but in different directions. Theoretical and practical implications are discussed.

Ideological leadership in public schools

2020 ◽  
Vol 58 (3) ◽  
pp. 303-320
Author(s):  
Ori Eyal ◽  
Talya R. Schwartz ◽  
Izhak Berkovich
Keyword(s):  
Transformational Leadership ◽  
Public Schools ◽  
Organizational Commitment ◽  
Public School ◽  
Charismatic Leadership ◽  
Measurement Tool ◽  
Leader Member Exchange ◽  
Content Type ◽  
Member Exchange ◽  
New Evidence

PurposeThis study aims to explore the conception and construct of ideological leadership (IL) as it relates to public organizations, such as public schools, and to validate a tool for its measurement in this setting.Design/methodology/approachData was collected from 633 teachers working at 69 randomly-sampled Israeli public schools. In each school, an average of nine (SD = 2) randomly-sampled teachers completed questionnaires that measure IL, transformational leadership, organizational commitment, leader-member exchange and motivational factors. The data underwent validity and hypotheses tests.FindingsThe hypothesized presence of the personalized and socialized IL orientations among public-school principals has been confirmed. Only personalized IL predicted teachers' outcomes above and beyond transformational leadership, affecting measures of organizational commitment, leader-member exchange and controlled motivation.Originality/valueNew evidence supports the validity of this proposed measurement tool. New evidence also suggests that although ideology has been known to be a factor of charismatic leadership, IL in close public-school settings accentuates practices of control, rather than proselytizing coherent worldviews to teachers. This, in turn, may have a deleterious influence on work outcomes and outweigh the possible benefits of IL. Accordingly, it is suggested that school leaders should critically consider the desirability of embracing ideological zeal as part of their leadership tools.

The effect of leader personality on follower behaviour

2018 ◽  
Vol 39 (1) ◽  
pp. 14-33 ◽  
Author(s):  
Mehmet Kahya ◽  
Faruk Şahin
Keyword(s):  
Task Performance ◽  
Mediating Effect ◽  
Content Type ◽  
Mediating Role ◽  
Member Exchange ◽  
Study Support ◽  
Satisfaction With The Leader ◽  
Performance Satisfaction ◽  
The Relationship

Purpose The purpose of this paper is to examine the mediating effect of the leader-member exchange (LMX) on the relationship between leader personality and follower attitudes and behaviours, including task performance, satisfaction with the leader and organisational citizenship behaviour. Design/methodology/approach Adopting a multifaceted perspective to examine the relationships among the research variables, data were collected from 67 leaders and 372 followers. To test the hypotheses, hierarchical linear modelling analyses were conducted. Findings The results indicate that leader extraversion is positively related to follower task performance and that leader agreeableness is positively related to follower organisational citizenship behaviour and satisfaction with leaders. Moreover, the results indicate that the quality of the LMX relationship partially mediated the positive relationship between leader extraversion and follower task performance and fully mediated the relationship between leader agreeableness and satisfaction with leader and organisational citizenship behaviour. Practical implications The findings of this study support the mediating role of the LMX relationship between leader personality and follower attitudes and behaviours. Hence, it is worthwhile to examine the effects of leader personality in an organisational context. Originality/value The originality of this study is that it focusses on the integration of leader personality, LMX, and follower attitudes and behaviours in a single study, providing a model that indicates the mediating role of LMX in the relationship between leader personality and follower attitudes and behaviours.

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