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.

scholarly journals Impact of Managers' Voice Solicitation on Leader-Member Exchange with the Mediating Role of Employees' Voice Behavior and Emotional Exhaustion

2020 ◽  
Vol V (III) ◽  
pp. 1-13
Author(s):  
Sadaf Nagi ◽  
Muhammad Zahid Iqbal
Keyword(s):  
Emotional Exhaustion ◽  
Structural Equation ◽  
Vital Role ◽  
Leader Member Exchange ◽  
Voice Behavior ◽  
Mediating Role ◽  
Member Exchange ◽  
Managerial Implications ◽  
Telecom Sector

Employees' voice plays a vital role in enhancing organizational achievements. Despite its vitality, existing literature provides that managers usually demonstrate reduced voice solicitation. This study attempts to find the likely effects of managers' reluctance toward employees' voice. Furthermore, employees who cannot raise their voice may suffer from emotional exhaustion, which in turn can lower their perception of Leader-member exchange (LMX). The extant research was carried out on a sample of 240 respondents from telecom sector of Pakistan as manager-employee matched pairs, supports the above arguments. Based on a variance-based structural equation modelling and bootstrapping procedure, results showed that employees' voice behavior and employees' emotional exhaustion serially mediated the relationship between managers' voice solicitation and LMX. The results highlight the need to have an environment in organizations where employees' voice is not denigrated. Finally, the theoretical and managerial implications of the study were presented.

The impact of CSR perceptions on workers’ turnover intentions

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Pedro Gaudencio ◽  
Arnaldo Coelho ◽  
Neuza Ribeiro
Keyword(s):  
Social Exchange ◽  
Structural Equation ◽  
Turnover Intentions ◽  
Exchange Process ◽  
Content Type ◽  
Mediating Role ◽  
Member Exchange ◽  
Underlying Mechanisms ◽  
The Impact

Purpose The study aims to show how organisational corporate social responsibility (CSR) can influence workers’ attitudes, especially in terms of turnover intentions (TI). A second aim is to explore the social exchange process that may underlie this relationship, by examining the mediating role of leader–member exchange (LMX) and the moderation role of perceived external prestige (PEP). Design/methodology/approach The authors use structural equation modelling based on survey data obtained from 315 Portuguese individuals. Findings The findings show that the perceptions of CSR predict TI through the mediating role of LMX. Seemingly PEP appears to be moderating the relationship between TI and its determinants. These findings suggest that managers should implement CSR practices because these can contribute towards reducing TI. Originality/value This study enriches the existing knowledge about relationships in organisational contexts and responds to the need of understanding the underlying mechanisms linking CSR with workers’ organisational outcomes, by analysing CSR practices in a holistic stakeholder perspective.

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.

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