The roles of self-efficacy and leader–member exchange in the relationship between job crafting and work–self facilitation

2018 ◽  
Vol 47 (7) ◽  
pp. 1362-1384 ◽  
Author(s):  
Diellza Gashi Tresi ◽  
Katarina Katja Mihelič
Keyword(s):  
Self Efficacy ◽  
Work Performance ◽  
Job Crafting ◽  
Leader Member Exchange ◽  
Content Type ◽  
Moderated Mediation Model ◽  
Member Exchange ◽  
Work Family ◽  
The Relationship

PurposeBuilding on the work–home resources model, the purpose of this paper is to test the mediating role of employee self-efficacy in the relationship between job crafting and work–self facilitation. The paper further explores the moderating role of the quality of leader–member exchange (LMX).Design/methodology/approachA sample of 204 employees from a European country was used to test the proposed moderated mediation model. The analysis was performed using Hayes’ Process Macro.FindingsThe findings indicate that job crafting is positively associated with self-efficacy which, in turn, is positively associated with work–self facilitation. In other words, self-efficacy mediates the relationship between job crafting and work–self facilitation. Furthermore, LMX moderates the relationship between job crafting and self-efficacy.Practical implicationsThe results of this study offer guidelines for human resource (HR) professionals interested in grasping how organisations can assist employees in experiencing work–self facilitation.Originality/valueThis study advances the existing literature by investigating the antecedents of work–self facilitation, which is an understudied variable in the work–family and HR literature, thereby responding to calls to include aspects of self in the discussion on different life domains in order to obtain an all-inclusive view of how employees function. Furthermore, it demonstrates how LMX and job crafting promote the fulfilment of an employee’s own personal interests and hobbies. Such information is relevant to HR practitioners as it might help them boost employees’ work performance.

Leader-member exchange differentiation and team creativity

2015 ◽  
Vol 36 (7) ◽  
pp. 798-815 ◽  
Author(s):  
Hongdan Zhao
Keyword(s):  
Moderated Mediation ◽  
Relationship Conflict ◽  
Mediation Model ◽  
Team Creativity ◽  
Content Type ◽  
Mediating Role ◽  
Moderated Mediation Model ◽  
Member Exchange ◽  
The Relationship

Purpose – The purpose of this paper is to examine the effect of leader-member exchange (LMX) differentiation on team creativity by developing a moderated mediation model. The model focuses on the mediating role of relationship conflict in linking LMX differentiation with team creativity and the moderating role of team-member exchange (TMX) median in influencing the mediation. Design/methodology/approach – The authors tested the model with a time-lagged field survey data from 358 employees and 98 supervisors belonging to 98 teams in a large diversified company with more than 15,000 employees, based in Shanghai, Southeastern China. In the first stage (T1), employees assessed LMX, TMX, relationship conflict, and control variables. In the second stage (T2), the leaders were asked to report team creativity. Findings – Results indicated that the relationship between LMX differentiation and team creativity was mediated by relationship conflict. Moderated mediation analyses further revealed that relationship conflict mediated the relationship between LMX differentiation and team creativity for only those teams with low-TMX median. Research limitations/implications – Testing the moderated mediation model helps to advance our theoretical understanding of the intervening processes that underlie the effect of LMX differentiation on team creativity. The findings may also help Chinese managers to inform the importance of helping subordinates better adapt to LMX differentiation, reducing relationship conflict, and constructing high-quality TMX relationships within groups, in order to promote team creativity. Originality/value – This empirical study provides preliminary evidence of the mediating role of relationship conflict in the negative relationship between LMX differentiation and team creativity. The moderated mediation model also extends the existing finding by showing that not only the quality of social exchange relationships with a supervisor (i.e. LMX) but also with team members (i.e. TMX), can moderate the impact of LMX differentiation on team outcomes.

Blaming leaders for team relationship conflict? The roles of leader-member exchange differentiation and ethical leadership

2014 ◽  
Vol 5 (2) ◽  
pp. 134-146 ◽  
Author(s):  
Mingjian Zhou ◽  
Shuisheng Shi
Keyword(s):  
Ethical Leadership ◽  
Design Methodology ◽  
Relationship Conflict ◽  
Leader Member Exchange ◽  
Content Type ◽  
Lmx Theory ◽  
Member Exchange ◽  
The Relationship ◽  
Extended Power

Purpose – The purpose of this paper is to extend our understanding of the role of leaders in team relationship conflict. Leader-member exchange (LMX) differentiation was hypothesized to be positively related to team relationship conflict. Additionally, ethical leadership was hypothesized to moderate relations between LMX differentiation and team relationship conflict. Design/methodology/approach – Hypotheses were examined in a sample of 79 working teams. Data were collected via a questionnaire containing measures of LMX, team relationship conflict and ethical leadership. Findings – Hypotheses were supported by the data. LMX differentiation was positively related to team relationship conflict, and ethical leadership weakened the relationship between LMX differentiation and team relationship conflict. Originality/value – This is the first theoretical analysis and empirical study of relationships between LMX differentiation and team relationship conflict. Theoretically, by using LMX theory to account for team-level outcomes, this study extended power of LMX theory. Practically, these results suggest that leaders may be responsible for team relationship conflict.

Effects of leader-member exchange ambivalence on work attitudes: a moderated mediation model

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Decha Dechawatanapaisal
Keyword(s):  
Job Strain ◽  
Career Commitment ◽  
Leader Member Exchange ◽  
Mediation Model ◽  
Content Type ◽  
Moderated Mediation Model ◽  
Member Exchange ◽  
Organizational Embeddedness ◽  
The Relationship ◽  
Practical Implications

PurposeThis study examines whether the relationship between ambivalence in leader-member exchange (LMX) and career commitment is influenced by organizational embeddedness as a mediating variable. There is also an investigation of when and to what extent job strain influences the conditional indirect effect between LMX ambivalence on career commitment via the mediator.Design/methodology/approachData were collected from 1,134 accountants working in various disciplines. The PROCESS macro and a bootstrapping procedure were used to test and analyze the hypothesized relationships.FindingsThe results revealed that the direct relationship between LMX ambivalence and career commitment was partially mediated by organizational embeddedness. In addition, high levels of job strain through organizational embeddedness conditionally make the effects of ambivalence on career commitment stronger.Practical implicationsOrganizations should motivate employees to tolerate uncertain situations at work and practice ways of maintaining a positive attitude. Training programs for employees to appreciate ambivalence and for leaders to be more behaviorally consistent and more effective in team communication should be considered.Originality/valueThis research is among the initial attempts to extend relevant knowledge in the fields of LMX quality and organizational embeddedness by identifying an important moderator that amplifies the structural relationship.

Effects of authentic leadership on work–family balance in China

2019 ◽  
Vol 34 (2) ◽  
pp. 110-123 ◽  
Author(s):  
Yijing Lyu ◽  
Minmin Wang ◽  
Jiaqi Le ◽  
Ho Kwong Kwan
Keyword(s):  
Authentic Leadership ◽  
Cross Sectional ◽  
Content Type ◽  
Family Balance ◽  
Theoretical Predictions ◽  
Member Exchange ◽  
Work Family Balance ◽  
Work Family ◽  
The Relationship

PurposeThe purpose of this paper is to examine the effects of authentic leadership on the work–family balance (WFB) of followers by focusing on the mediating roles of leader–member exchange (LMX) and work-to-family enrichment (WFE) and the moderating role of traditionality in China.Design/methodology/approachData were collected using field survey research design. Participants included 206 employees in a pharmaceutical company in China.FindingsThe results indicate that LMX and WFE sequentially mediated the positive relationship between authentic leadership and WFB. In addition, traditionality strengthened the relationship between authentic leadership and LMX.Research limitations/implicationsThis study contributes to the integration of authentic leadership literature and the WFB model. This research also indicates that authentic leadership is a source of enhancing employees’ WFB. However, data are correlational and cross-sectional, which limits the ability to draw causal relationships.Practical implicationsThe findings reveal that authentic leadership is effective in inducing followers’ WFB. The value of traditionality can strengthen the effect of authentic leadership.Originality/valueThis study addresses unexplored theoretical predictions and provides new directions for authentic leadership and work–family research.

Leader-member exchange differentiation and team member performance

2016 ◽  
Vol 37 (8) ◽  
pp. 1347-1364 ◽  
Author(s):  
Ling Yuan ◽  
Shiying Xiao ◽  
Jian Li ◽  
Chen Chen ◽  
Lutao Ning
Keyword(s):  
Job Performance ◽  
Conceptual Model ◽  
Demographic Variables ◽  
Leader Member Exchange ◽  
Content Type ◽  
Team Members ◽  
Final Sample ◽  
Member Exchange ◽  
The Relationship

Purpose The purpose of this paper is to examine the relationship between leader-member exchange (LMX) differentiation and team members’ job performance. The conceptual model developed in this paper also investigates the moderating role of the perception of organisational politics (POP) in affecting the association between LMX differentiation and team members’ job performance. Design/methodology/approach The authors collected data using a survey from 32 Chinese firms. The questionnaire included scales measuring LMX, POP, job performance, and demographic variables. The final sample consisted of 122 teams with 561 employees. The hypothesised relationships among variables were assessed using hierarchical linear modelling. Findings The results show that the higher the LMX differentiation, the lower the level of team members’ contextual performance. The authors also found that POP has a significant effect in positively moderating the relationships between LMX differentiation and team members’ contextual and task performances. Research limitations/implications The conceptual model developed and verified in this paper provides essential insights for the research on LMX and job performance. Future studies are suggested to collect cross-national data to examine the conclusions of this study. Originality/value The association between LMX differentiation and team members’ job performance is moderated by the degree of POP.

Relative leader-member exchange and employee voice

2014 ◽  
Vol 8 (1) ◽  
pp. 27-40 ◽  
Author(s):  
Hongdan Zhao
Keyword(s):  
Affective Commitment ◽  
Moderated Mediation ◽  
Employee Voice ◽  
Leader Member Exchange ◽  
Mediation Model ◽  
Content Type ◽  
Mediating Role ◽  
Moderated Mediation Model ◽  
Member Exchange

Purpose – This study aims to examine the effect of relative leader-member exchange (RLMX) on employee voice by developing a moderated mediation model. The model focuses on the mediating role of affective commitment underpinning the relationship between RLMX and employee voice, and the moderating role of Chinese traditionality in influencing the mediation. Design/methodology/approach – We tested the model with data from 358 supervisor-subordinate dyads in a large Chinese company. Employees and their immediate supervisors provided data on separate questionnaires and on different occasions. And then, we used an identification number to match each employee questionnaire with the response of his/her immediate supervisor. Findings – Results indicated that affective commitment fully mediated the positive relationship between RLMX and employee voice, even after controlling for personal leader-member exchange (LMX) quality. We also found that Chinese traditionality moderated the mediated relationship between RLMX and employee voice via affective commitment, such that the mediation was stronger for people lower, rather than higher, in Chinese traditionality. Research limitations/implications – Testing the moderated mediation model helps to advance our theoretical understanding of the psychological mechanisms that underlie the effect of RLMX on employees’ behaviour. Originality/value – This empirical study provides preliminary evidence of the mediating role of affective commitment in the positive relationship between RLMX and employee voice. Our moderated mediation model also extends the existing finding by adding substantive moderators (Chinese traditionality) to explain how the effect of RLMX on employees’ behaviours unfolds.

Work family conflict and professional self-efficacy among career persistent women: the mediating role of managerial support

2021 ◽  
Vol 36 (8) ◽  
pp. 952-967
Author(s):  
Swati Alok ◽  
Sudatta Banerjee ◽  
Swati Singh
Keyword(s):  
Family Conflict ◽  
Self Efficacy ◽  
Work Family Conflict ◽  
Content Type ◽  
Mediating Role ◽  
Managerial Support ◽  
Professional Self ◽  
Work Family ◽  
The Relationship

Purpose This study aims to examine the relationship between work-family conflict (WFC) and personal self-efficacy among career persistent women in India. Further, this relationship was explained with the help of the mediating role of perceived managerial support. Design/methodology/approach Survey data were collected from 510 career persistent women working in the Information Technology (IT) sector in India. The data were analyzed using structural equation modeling and mediation was tested using Process- Macro. Findings Findings depicted a positive relationship between WFC and professional self-efficacy demand and self-efficacy challenges. Perceived managerial support was also found to be positively related professional self-efficacy. Furthermore, perceived managerial support was found to have a significant mediating effect in WFC and professional self-efficacy relationships. Originality/value Findings of the study may enhance the understanding of WFC in emerging economies, as most of the research has been done in the western context. Findings of the study are crucial, as it highlights the relationship between WFC and professional self-efficacy in the presence of perceived managerial support. Moreover, the paper uniquely discusses the role of WFC in professional self-efficacy among career persistent women in IT sector.

Credit card literacy and financial well-being of college students

2019 ◽  
Vol 37 (4) ◽  
pp. 991-1003 ◽  
Author(s):  
Yam B. Limbu ◽  
Shintaro Sato
Keyword(s):  
College Students ◽  
Self Efficacy ◽  
Credit Card ◽  
Credit Cards ◽  
Well Being ◽  
Content Type ◽  
Mediating Role ◽  
Moderated Mediation Model ◽  
The Relationship

Purpose By testing a moderated mediation model, the purpose of this paper is to examine the mediating role of credit card self-efficacy in the relationship between credit card literacy and financial well-being. The authors further examine if credit card number moderates this effect. Design/methodology/approach Data for the study were collected from 427 college students. The PROCESS macros in IBM SPSS Statistics 23 was used to assess the hypothesized relationships. Findings Credit card literacy positively influences financial well-being through self-efficacy. However, this effect is stronger when college students own fewer credit cards. Practical implications Banks and credit card issuers, policymakers and colleges and universities should place a greater emphasis on credit card literacy programs that enhance students’ general understanding of credit card terms and conditions and confidence in their ability to effectively use and manage their credit cards. Originality/value To our knowledge, this is the first study to examine the relationship between credit card literacy, self-efficacy and financial well-being.

Leaders can facilitate creativity: the moderating roles of leader dialectical thinking and LMX on employee creative self-efficacy and creativity

2020 ◽  
Vol 35 (5) ◽  
pp. 405-417
Author(s):  
Guohong Helen Han ◽  
Yuntao Bai
Keyword(s):  
Self Efficacy ◽  
High Tech ◽  
Leader Member Exchange ◽  
Technological Advancement ◽  
Employee Creativity ◽  
Dialectical Thinking ◽  
Content Type ◽  
Member Exchange ◽  
Creative Self ◽  
The Relationship

PurposeResearch has shown that creative self-efficacy is an important antecedent of workplace creativity, but recent research indicates that this relationship may be moderated by contextual factors. The current study investigates whether leader dialectical thinking and leader member exchange moderate the relationship between employee creative self-efficacy and employee creativity.Design/methodology/approachA survey sample of 222 employees in 43 teams from Chinese high-tech companies was collected and HLM was used to test our research model.FindingsThe positive association between employee creative self-efficacy and employee creativity was strengthened when a leader displayed a dialectical thinking style. Additional analyses failed to find support for the moderating role of leader-member exchange (LMX).Research limitations/implicationsThese findings establish leadership cognitive style as a potential boundary condition of the relationship between creative self-efficacy and employee creativity.Practical implicationsCompanies can make an active effort in recruiting and training leaders who have a dialectical mindset as they can play significant roles in facilitating employee creativity.Social implicationsTechnological advancement and innovation is important for social welfare. This paper helps to improve the efficiency of creativity processes and finally benefits the whole society.Originality/valueThis is the first introduction of the leader's dialectical thinking as a moderator of the relationship between creative self-efficacy and creativity.

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