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 Correlation between Leader–Member Exchange and Organisational Commitment among Spanish Registered Nurses: The Moderating Role of Sex and Hospital Size

2020 ◽  
Vol 17 (3) ◽  
pp. 721
Author(s):  
Nieves López-Ibort ◽  
Delia González-de la Cuesta ◽  
Teresa Antoñanzas-Lombarte ◽  
Ana Gascón-Catalán
Keyword(s):  
Registered Nurses ◽  
Interpersonal Relationship ◽  
Leader Member Exchange ◽  
Organisational Commitment ◽  
Hospital Size ◽  
Organisational Support ◽  
Member Exchange ◽  
Perceived Organisational Support

The role of the supervisor in hospitals is to oversee and encourage the active work participation of registered nurses. In this context, leadership should be focused on the creation of a positive environment for the generation of high-quality care and the development of attitudes that have a beneficial influence on the work of the registered nurse. The aims of this study have been: (i) To verify if the quality of the supervisor–nurse interpersonal relationship was correlated with organisational commitment; (ii) to establish if the correlation could be moderated by empowerment, perceived organisational support, and leader–leader exchange. A cross-sectional survey with self-report questionnaires was performed. A total of 2541 registered nurses from nine public hospitals participated in the study. They completed scales measuring leader–member exchange, commitment, empowerment, perceived organisational support, and leader–leader exchange. There was a positive correlation between the quality of the leader–member exchange and commitment. Leader–leader exchange has a moderating effect on this relationship. The moderating effects of empowerment, perceived organisational support, and leader–member exchange on the supervisor–nurse interpersonal relationship and the nurse’s organisational commitment are influenced by sex and/or hospital size. Organisations should design supervisor training strategies aimed at establishing high-quality supervisor–nurse interpersonal relationships.

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.

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.

Exploring hotel employees’ regulatory foci and voice behavior: the moderating role of leader-member exchange

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
You-De Dai ◽  
Wen-Long Zhuang ◽  
Po-Kai Yang ◽  
Yi-Jun Wang ◽  
Tzung-Cheng Huan
Keyword(s):  
Convergent Validity ◽  
Discriminant Validity ◽  
Future Research ◽  
Leader Member Exchange ◽  
Voice Behavior ◽  
Content Type ◽  
Hotel Employees ◽  
Member Exchange ◽  
Moderating Role

Purpose Drawing on leader-member exchange theory and regulatory focus theory, the purpose of this study is to explore the effects of hotel employees’ regulatory foci on their voice behavior and the moderating role of leader-member exchange. Design/methodology/approach The questionnaire includes demographics, regulatory foci, leader-member exchange and voice behavior sections. The data was collected via a survey of 10 international tourist hotels in Taiwan and 479 valid questionnaires were completed. Confirmatory factor analysis and path analysis were used to test the composite reliability, discriminant validity and convergent validity. Multiple regression analysis was used to test the hypotheses. Findings The outcome of this study indicates that both promotion focus and prevention focus can benefit employees’ voice behavior; however, prevention-focused employees have more positive voice behavior than promotion-focused employees. In addition, the leader-member exchange can moderate the relationship between regulatory foci and voice behavior. Originality/value This is an empirical study in the hotel field to examine the moderating effects of leader-member exchange on the relationships between regulatory foci and voice behavior. This research is contributed toward human resource management literature in the hospitality and tourism domain. Practices for managers and suggestions for future research are discussed.

Loaded with knowledge, yet green with envy: leader–member exchange comparison and coworkers-directed knowledge hiding behavior

2020 ◽  
Vol 24 (7) ◽  
pp. 1653-1680 ◽  
Author(s):  
Qingxiong Weng ◽  
Kashmala Latif ◽  
Abdul Karim Khan ◽  
Hussain Tariq ◽  
Hirra Pervez Butt ◽  
...  
Keyword(s):  
Social Comparison ◽  
Current Knowledge ◽  
Leader Member Exchange ◽  
Interaction Patterns ◽  
Content Type ◽  
Wave Data ◽  
Goal Interdependence ◽  
Member Exchange ◽  
Hiding Behavior ◽  
Knowledge Hiding

Purpose This study aims to explore an interpersonal predictor of coworkers-directed knowledge hiding behavior – the leader–member exchange social comparison (LMXSC). This study integrates leader–member exchange literature with social comparison theory to hypothesize that an individual’s upward LMXSC is positively correlated with coworkers-directed knowledge hiding and that an individual’s feelings of envy are mediated by the relationship between upward LMXSC and coworkers-directed knowledge hiding behavior. Also, this study proposes two-way and three-way interaction patterns of goal interdependence, which can influence LMXSC–envy relationships. Design/methodology/approach Two independent studies are conducted to test the hypothesized relationships. In Study 1, the authors collected multi-wave data from a large public sector university in China (N = 1,131). The authors then replicated the Study 1 findings by collecting multi-source and multi-wave data from a telecom company based in China (n = 379). Findings The authors found support across both studies for the idea that upward LMXSC is a possible interpersonal predictor of coworkers-directed knowledge hiding behavior. More specifically, it was found that feelings of envy ensue from upward LMXSC, resulting in further coworkers-directed knowledge hiding behavior. Further, this study shows that the influence of upward LMXSC on knowledge hiding behavior via feelings of envy was weaker (stronger) when employees have high (low) cooperative goal interdependence with coworkers, respectively, and when employees have low (high) competitive goal interdependence with the coworkers, respectively. Originality/value This study extends current knowledge management literature by introducing LMXSC as an interpersonal predictor of coworkers-directed knowledge hiding behavior. This will help practitioners to curb such counterproductive behavior.

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.

scholarly journals The Effect of Leader Member Exchange on Employee Performance at PT Gawi Makmur Kalimantan, Penajam Paser Utara

2021 ◽  
Vol 8 (1) ◽  
pp. 1
Author(s):  
Ana Noor Andriana ◽  
Arwin Sanjaya ◽  
Silvi Elvara
Keyword(s):  
Employee Performance ◽  
Work Relationships ◽  
Leader Member Exchange ◽  
Test Results ◽  
Systematic Random Sampling ◽  
Simultaneous Test ◽  
Member Exchange ◽  
Sample Technique

ABSTRACT This research is motivated by the role of the leader in improving the quality of work relationships. Leader member exchange has a role in creating a quality working relationship between leaders and employees. This study aims to determine the effect of  leader member exchange which consists of affect, loyalty, contribution, and professional respect on employee performance at PT Gawi Makmur Kalimantan. The sample technique using systematic random sampling obtained 86 samples. Partial test shows loyalty, contribution, and professional respect partially influence employee performance, while affect has no effect on employee performance. Simultaneous test shows affect, loyalty, contribution and professional respect have a simultaneous effect on employee performance by 26.835 ≥ 2,48 with a significance of 0,000 ≤ 0,05. The dominant test results show that professional respect has a dominant effect on employee performance with the value of standardized coefficients beta of 0,350. Keywords: Affect, Loyalty, Contribution, Professional Respect, Employee Performance 

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.

Supervisor workplace gossip and its impact on employees

2018 ◽  
Vol 33 (1) ◽  
pp. 93-105 ◽  
Author(s):  
Chien-Chih Kuo ◽  
Chih-Ying Wu ◽  
Chia-Wu Lin
Keyword(s):  
Communication Style ◽  
Control Variables ◽  
Content Type ◽  
Member Exchange ◽  
Research Findings ◽  
And Control ◽  
The Impact ◽  
Practical Implications

Purpose The purpose of this paper is to explore the role of supervisor gossip in the workplace. This paper proposes a hypothetical model in which supervisor gossip has an effect on leader-member exchange (LMX), in turn resulting in perceived supervisor ostracism among subordinates. Design/methodology/approach A dyadic research design was applied to collect data from Taiwanese employees. Supervisors participated in a survey containing measures of supervisor gossip and control variables, whereas subordinates responded to a questionnaire on LMX, perceived supervisor ostracism, and control variables. Findings The results indicated that positive supervisor gossip significantly affected LMX. Furthermore, healthy LMX reduced subordinates’ perceptions of supervisor ostracism. Research limitations/implications All participants were recruited in Taiwan, which is a limitation for generalising the research findings. Future studies should investigate multiple societies of various cultural profiles. Practical implications To improve the quality of the supervisor-subordinate relationship, supervisors should adopt a positive informal communication style, and organisations should provide supervisors with information regarding the implications of workplace gossip, illustrating the substantial benefits of positive gossip and the potential drawbacks of negative gossip. Originality/value The present study highlighted the role of supervisor workplace gossip in the field of leadership and empirically investigated the impact of supervisor gossip on subordinates’ reactions.

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