Modeling team performance from the perspective of politics and ethical leadership

2019 ◽  
Vol 48 (5) ◽  
pp. 1357-1380
Author(s):  
Chieh-Peng Lin ◽  
Na-Ting Liu ◽  
Chou-Kang Chiu ◽  
Kuang-Jung Chen ◽  
Ni-Chen Lin
Keyword(s):  
Social Exchange ◽  
Team Performance ◽  
Ethical Leadership ◽  
Insurance Industry ◽  
Team Identification ◽  
Content Type ◽  
Member Exchange ◽  
Performance Development ◽  
Indirect Relationship ◽  
The Relationship

Purpose The purpose of this paper is to develop and test a model of team performance by applying social exchange and social capital perspectives in a single model setting. It hypothesizes that team performance is indirectly affected by politics through leader–member capitalization (LMC) and by ethical leadership through leader–member exchange (LMX). Meanwhile, team identification is hypothesized to moderate the relationships between politics and LMC and between ethical leadership and LMX. Design/methodology/approach The hypotheses of this study were empirically tested using a survey of work teams from the banking and insurance industry in Taipei, Taiwan. Findings The relationship between team performance and ethical leadership is fully mediated by LMX, while the indirect relationship between team performance and politics is mediated via both LMC and LMX. Team identification positively moderates the relationship between ethical leadership and LMX. Originality/value This study is one of the few to examine the mediating roles of LMC and LMX simultaneously in team performance development. This study provides several key findings that complement the existing literature by evaluating fresh associations among LMC, LMX and their determinants and moderator.

Ethical leadership and organizational commitment: the dual perspective of social exchange and empowerment

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Dongkyu Kim ◽  
Christian Vandenberghe
Keyword(s):  
Organizational Commitment ◽  
Social Exchange ◽  
Ethical Leadership ◽  
Organizational Support ◽  
Social Exchange Theory ◽  
Structural Equations ◽  
Normative Commitment ◽  
Content Type ◽  
Indirect Relationship ◽  
The Relationship

PurposeGiven recent prominent ethical scandals (e.g. Tesla, Uber) and the increasing demand for ethical management, the importance of business ethics has recently surged. One area that needs further research regards how ethical leaders can foster followers’ organizational commitment. Drawing upon social exchange theory, the current research proposes that ethical leadership relates to follower affective and normative commitment through perceived organizational support (POS). Moreover, based on self-determination theory, we expected follower psychological empowerment to positively moderate the relationship between ethical leadership and commitment components.Design/methodology/approachData were collected using a three-wave study among employees from multiple organizations (N = 297) in Canada. Structural equations modeling and bootstrapping analyses were applied to test the hypotheses.FindingsThe results showed that ethical leadership was positively related to follower affective and normative commitment through POS. Furthermore, the relationship between ethical leadership and POS was stronger at high levels of empowerment. This moderating effect extended to the indirect relationship between ethical leadership and commitment components.Originality/valueThis study counts among the few investigations that have examined the mechanisms linking ethical leadership to followers’ organizational commitment and boundary conditions associated with this relationship. Moreover, our findings were obtained while controlling for transformational leadership, which highlights the incremental validity of ethical leadership.

Team Networks and Team Identification: The Role of Leader-Member Exchange

2013 ◽  
Vol 41 (7) ◽  
pp. 1115-1123 ◽  
Author(s):  
KeXin Guan ◽  
ZhengXue Luo ◽  
JiaXi Peng ◽  
Zhen Wang ◽  
HaiTing Sun ◽  
...  
Keyword(s):  
Social Exchange ◽  
Social Identity Theory ◽  
Social Exchange Theory ◽  
Team Identification ◽  
Leader Member Exchange ◽  
Exchange Relationships ◽  
Member Exchange ◽  
The Mean ◽  
The Relationship

We examined the relationship among team networks, leader-member exchange (LMX), and team identification in the workplace. Social network theory, social exchange theory, and social identity theory served as references for our theoretical propositions and analyses. We collected data from a sample of 223 teams of military personnel, serving in the artillery in West China. We found that the team networks had a significant effect on team identification. Further, the variance and the mean for LMX in teams interacted in influencing team identification (β =-.893, p < .01). Our findings indicated that creating productive networks in teams would be useful to enhance team identification, the effect of which may be carried on through to building exchange relationships between leader and follower.

Dual crossover mechanisms of benevolent supervision on followers' contextual performance and emotional exhaustion alleviation

2022 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Ya-Ting Chuang ◽  
Hua-Ling Chiang ◽  
An-Pan Lin ◽  
Yung-Chih Lien
Keyword(s):  
Social Exchange ◽  
Leadership Style ◽  
Emotional Exhaustion ◽  
Contextual Performance ◽  
Conservation Of Resources ◽  
Content Type ◽  
Performance Orientation ◽  
Member Exchange ◽  
The Relationship ◽  
Practical Implications

PurposeAdopting conservation of resources (COR) theory as a guiding framework, this study proposes that benevolent supervision (BS) is a feasible leadership style for building a positive resource gain process in subordinates' extra-role actions and reducing their exhaustion, and leader-member exchange (LMX) and positive affect (PA) serve as indirect crossover mechanisms.Design/methodology/approachSurveys were conducted at three-time points with four-week intervals. A total of 304 subordinates and 55 supervisors at a Taiwanese university participated in the surveys, and a multilevel model was used to test the hypotheses.FindingsThe results showed that prior BS (time 1) was positively associated with subordinates' subsequent LMX and PA (time 2). LMX mediated the relationship between BS and subsequent supervisor-rated contextual performance (time 3), and PA mediated the relationship between BS and subordinate-rated emotional exhaustion (time 3). In addition, supervisors' learning orientation positively moderated the relationship between BS and contextual performance via LMX, whereas supervisors' performance orientation negatively moderated this relationship.Practical implicationsThe results of the study encourage leaders to exhibit benevolence toward subordinates, increase subordinates' contextual performance and enhance personal feelings, thereby ultimately benefitting the organization.Originality/valueThis study reveals that BS is a source of resource investment in the process of subordinates' positive job (contextual performance) and personal (emotional exhaustion) resource gains through social exchange (LMX) and affective (PA) crossover mechanisms and that supervisors' goal inclinations impact this process.

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.

“Too much of a good thing?”: exploring the dark side of empowering leadership by linking it with unethical pro-organizational behavior

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Xue Zhang ◽  
Guyang Tian ◽  
Chao Ma ◽  
Yezhuang Tian ◽  
Zhongqiu Li ◽  
...  
Keyword(s):  
Organizational Behavior ◽  
Social Exchange ◽  
Social Exchange Theory ◽  
Survey Study ◽  
Dark Side ◽  
Empowering Leadership ◽  
Content Type ◽  
Indirect Relationship ◽  
The Impact ◽  
The Relationship

PurposeGrounded in social exchange theory (SET), the purpose of this paper is to examine the relationship between empowering leadership and unethical pro-organizational behavior (UPB), as mediated by duty orientation (including duty to members, duty to mission and duty to codes). Further, this study proposes that perceived leader expediency moderates indirectly between empowering leadership and UPB.Design/methodology/approachThis paper tests this social exchange model across a survey study using time-lagged data collections from 215 employees of a service company in China.FindingsThe results show that duty orientation mediates the relationship between empowering leadership and UPB. In addition, perceived leader expediency moderates the indirect relationship between empowering leadership and UPB through duty orientation (i.e. duty to members and duty to missions).Originality/valueThis research aids in understanding the impact of empowering leadership on follower outcomes by investigating the dark side of empowering leadership and examining the relationships between empowering leadership, duty orientation and UPB. The present study also challenges the notion that the phrase “the greater the empowerment, the better the outcomes” suggests that organizations should offer a conditional approach to the empowerment of followers by their leaders.

scholarly journals Influence of Ethical Leadership and Talent Management on Employee Performance: Does Employee Commitment Matter in Malaysian Hotel Industry?

2020 ◽  
Vol 10 (3) ◽  
pp. 77
Author(s):  
Muhammad Rajbul Asik bin Abdul Hamid ◽  
Noor Fareen Abdul Rahim ◽  
Yashar Salamzadeh
Keyword(s):  
Social Exchange ◽  
Ethical Leadership ◽  
Social Exchange Theory ◽  
Employee Performance ◽  
Employee Commitment ◽  
Talent Management ◽  
Exchange Theory ◽  
Mediating Effect ◽  
Member Exchange ◽  
The Relationship

Purpose-The purpose of this study is to examine the influences of ethical leadership and talent management on hotel front desk employees’ performance. This study also tests the mediating effect of employee commitment in the relationship between ethical leadership, talent management and employee performance. Leader member exchange theory and social exchange theory has been used as the underlying theories for the framework in this study.Methodology-Data is collected through online questionnaire distributed to front desk employees working in One-star, two- star and three-star hotels around Malaysia particularly in Penang and Kuala Lumpur. 150 usable questionnaires are collected from the targeted respondents. Sample size have been identified using G power software and Partial Least Square (PLS) is used to analyze data.Findings - The findings of this study show that the ethical leadership does not have significant relationship with employee commitments, while talent management has a positive and significant relationship with employee commitments. This study also confirms the mediating effect of employee commitments between the relationship of talent management and employee performance.Contribution -The current study contributes towards the body of knowledge by incorporating leader member exchange theory and social exchange theory. This study also contributes by proving the mediating effect of employee commitment in the hotel industry. The study provides information for hotel managers about why and under what circumstances employees perform better.

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.

scholarly journals Moderating role of LMX and proactive coping in the relationship between learning value of the job and employability enhancement among academic staff employees

2019 ◽  
Vol 24 (2) ◽  
pp. 163-186 ◽  
Author(s):  
Beatrice Van der Heijden ◽  
Daniel Spurk
Keyword(s):  
Social Exchange ◽  
Coping Style ◽  
Academic Staff ◽  
Self Report ◽  
Proactive Coping ◽  
Moderator Variable ◽  
Content Type ◽  
Member Exchange ◽  
Interactionist Perspective ◽  
The Relationship

Purpose Building upon a competence-based employability model and a social exchange and proactive perspective, the purpose of this paper is to investigate the relationship between learning value of the job and employability among academic staff employees. Moreover, this study also examined whether this relationship was moderated by leader–member exchange (LMX) and a proactive coping style. Design/methodology/approach An online self-report questionnaire with thoroughly validated measures was distributed among academic staff employees (n=139). Findings The results partially supported the specific study assumptions. Concrete, learning value of the job was positively related to anticipation and optimization, corporate sense and balance. LMX moderated the relationship between learning value of the job, on the one hand, and all employability dimensions, on the other hand. However, proactive coping only moderated the relationship with anticipation and optimization, flexibility and balance. In all cases, under the condition of high moderator variable levels, the relationship became stronger. Originality/value This study extends past employability research by applying an interactionist perspective (person: proactive coping style, context: LMX and learning value of the job) approach for explaining employability enhancement. The results of this scholarly work provide useful insights for stimulating future career development and growth, which is of upmost importance in nowadays’ labor markets.

Why and when does ethical leadership evoke unethical follower behavior?

2016 ◽  
Vol 31 (2) ◽  
pp. 500-515 ◽  
Author(s):  
Karianne Kalshoven ◽  
Hans van Dijk ◽  
Corine Boon
Keyword(s):  
Organizational Behavior ◽  
Social Exchange ◽  
Ethical Leadership ◽  
Organizational Identification ◽  
Dark Side ◽  
Simultaneous Estimation ◽  
Regression Equations ◽  
Job Autonomy ◽  
Content Type ◽  
The Relationship

Purpose – In examining whether social exchange or social identity mechanisms drive the relationship between ethical leadership and unethical pro-organizational behavior (UPB), the purpose of this paper is to argue that the mechanism linking ethical leadership and UPB varies for different levels of job autonomy. Design/methodology/approach – Data were requested from 225 employees in several Dutch organizations, of which 156 questionnaires were returned. The authors used multilevel path analysis in MPlus to test the hypotheses, which allows for simultaneous estimation of different regression equations and for testing the significance of indirect effects. Findings – In line with the hypotheses, results revealed a direct relationship between ethical leadership and UPB when followers have little job autonomy. For followers high on job autonomy, the authors found that ethical leadership relates to UPB via organizational identification. Practical implications – It is advised to use ethical leadership with care when it focusses on reciprocity and identification. The results suggest that followers may be inclined to justify their unethical actions by appealing to the principle of higher loyalty – believing they are just doing what the organization wants them to do. Originality/value – Previous research has used social learning theory to show that ethical leadership is likely to stimulate and transfer ethical norms and behaviors. The current study however demonstrates the reciprocal and dark side of ethical leadership, as the authors found that ethical leadership can encourage UPB for followers with low job autonomy.

Multilevel influences of team identification and transactive memory on team effectiveness

2018 ◽  
Vol 24 (1/2) ◽  
pp. 106-120 ◽  
Author(s):  
Estelle Michinov ◽  
Jacques Juhel
Keyword(s):  
Team Performance ◽  
Structural Equation ◽  
Team Effectiveness ◽  
Transactive Memory ◽  
Mediating Effect ◽  
Multilevel Structural Equation Modeling ◽  
Equation Modeling ◽  
Team Identification ◽  
Content Type ◽  
The Relationship

Purpose The purpose of this study was to examine the mediating effect of transactive memory between team identification and two outcomes of team effectiveness (i.e. team member satisfaction and team performance). Design/methodology/approach Data were obtained from a survey among 502 employees working in 53 teams, and analyzed by Multilevel Structural Equation Modeling. Findings Results showed that transactive memory partially mediated the relationship between team identification and team effectiveness at the individual level. Moreover, transactive memory, specifically the coordination component, fully mediated the relationship between team identification and team effectiveness at the team level. Research limitations/implications The study used a cross-sectional design for the questionnaire and no objective measure of team performance. Practical implications Managers who want to develop effective work teams may be advised to organize team-building activities to strengthen both affective and cognitive aspects. Originality value This is the first empirical study to examine the relationships between team identification, transactive memory and team effectiveness from a multilevel perspective.

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