The influence of supervisor bottom-line mentality and employee bottom-line mentality on leader-member exchange and subsequent employee performance

2019 ◽  
Vol 73 (8) ◽  
pp. 1157-1181 ◽  
Author(s):  
Matthew J Quade ◽  
Benjamin D McLarty ◽  
Julena M Bonner
Keyword(s):  
Social Exchange ◽  
Employee Performance ◽  
Well Being ◽  
Field Studies ◽  
Leader Member Exchange ◽  
Exchange Relationship ◽  
Bottom Line ◽  
Ethical Practices ◽  
Member Exchange ◽  
Negative Effect

Are supervisors who care more about profits than employee well-being seen by employees as being good exchange partners? How do employees perceive and respond to supervisors who treat the bottom line as more important than anything else? Supervisors who hold a bottom-line mentality (BLM) neglect competing priorities such as employee well-being and ethical practices to focus on securing bottom-line success. We find high-BLM supervisors serve as low-quality exchange partners with their employees, resulting in employee perceptions of low-quality leader-member exchange (LMX) relationships. In turn, employees reciprocate by withholding the very thing the supervisor desires—performance—in order to maintain balance in the exchange relationship. As such, supervisors who possess a BLM could actually be negatively impacting the organization’s bottom line through the harmful social exchange relationships they engender with their employees and their impact on employee task performance. We also examine the moderating role of employee BLM on these relationships. When employee BLM is low, we observe a greater negative effect on employee value judgments of the supervisor (i.e. reduced LMX perceptions) and lower employee performance. We test and find support for all of our hypotheses in two multi-source (i.e. employee-supervisor dyads), time-lagged field studies ( N = 189 and N = 244).

When organizational support yields both performance and satisfaction

2019 ◽  
Vol 48 (6) ◽  
pp. 1410-1428 ◽  
Author(s):  
Lincoln Jisuvei Sungu ◽  
Qingxiong (Derek) Weng ◽  
Johari Abdu Kitule
Keyword(s):  
Job Satisfaction ◽  
Job Performance ◽  
Social Exchange ◽  
Organizational Support ◽  
Employee Performance ◽  
Well Being ◽  
Bottom Line ◽  
Content Type ◽  
Performance Ability

Purpose The purpose of this paper is to examine the underlying mechanism through which perceived organizational support (POS) influences job performance and job satisfaction. Specifically, the study aims at examining the contingent role of performance ability in the associations of POS and affective organizational commitment (AOC) with job performance and job satisfaction, thus highlighting the pivot role of ability in the social exchanges. Design/methodology/approach The sample of the present study included 269 employees of a University in Kenya. The data were analyzed with Mplus to test the hypotheses. Findings POS enhances AOC that, in turn, positively influences job performance and job satisfaction. Importantly, the results indicate that performance ability moderates both the direct and indirect (via AOC) effects of POS on job performance and job satisfaction. Thus, employees’ abilities for tasks are not only significant for reciprocating resources that organizations invest in employees, but also enhances employee well-being. Research limitations/implications Although satisfaction with employee reciprocation was implied based on performance levels, it was not directly tested in the supervisor–employee social exchange. It is possible that even with intentions to deliver (high AOC), the resultant reciprocation may be less satisfactory to the organization. Future research would benefit from investigating the role that reciprocity norm could have in the model, specifically, whether employer satisfaction would be a function of employee performance ability. Practical implications Most often, the bottom line goal of organizations is employee performance, whereas AOC indicates employees’ intentions and efforts to reciprocate the organization with high performance, such intentions can only go as far as the ability for such desired outcomes. Consequently, efforts should be made to ensure employee’s capabilities align with specific job tasks to enhance both organizational (job performance) and employee well-being (job satisfaction). During the employee selection process, therefore, a focus on ability cues would be more advantageous than commitment when the bottom line goal is to enhance well-being. Originality/value This is the first study that tests the moderating role of the employee’s performance ability in both the POS and AOC relationships with job performance and job satisfaction. Moreover, this is the first study to examine the relationship between POS and AOC with job satisfaction. The study opens a potential avenue to examine the micro-mechanisms that regulate reciprocity in social exchanges, and thus presents the boundary conditions for the predictions of the social exchange theory.

The Role of Feedback Quality and Organizational Cynicism for Affective Commitment Through Leader–Member Exchange

2020 ◽  
pp. 0734371X2092301
Author(s):  
Mieke Audenaert ◽  
Beatrice Van der Heijden ◽  
Tim Rombaut ◽  
Tine Van Thielen
Keyword(s):  
Social Exchange ◽  
Police Officers ◽  
Affective Commitment ◽  
Leader Member Exchange ◽  
Exchange Relationship ◽  
Street Level ◽  
Organizational Cynicism ◽  
Feedback Quality ◽  
Member Exchange ◽  
Street Level Bureaucrats

Affective commitment is crucial for employees to guarantee that they adhere to organizational interests and goals, but not self-evident for street-level bureaucrats who have a great deal of discretionary freedom in doing their work. Street-level bureaucrats can deviate from organizational goals during the execution of custom-fit solutions, and particularly so when they are cynical toward their organization. To increase affective commitment among street-level bureaucrats, leaders may play an important role by providing qualitative feedback and having a high-quality leader–member exchange relationship with their team members. We examined the cross-level interaction of leaders’ feedback quality and police officers’ organizational cynicism in relation with affective commitment through Leader–Member eXchange (LMX). Building on theorizing on human resource (HR) attributions and on the assumption in social exchange theory that individuals engage in different reciprocation efforts, we expected that police officers who are more cynical toward their organization would be hesitant to reciprocate with more commitment to their organization when their leader’s feedback quality is low. Our findings in a sample of 266 police officers nested in 71 teams supported this expectation. Hence, this study contributes to a better understanding of how to foster the affective commitment of employees who have discretion in their work. Feedback quality appears to be crucial, both for LMX and affective commitment, and this particularly for police officers who are more cynical about their organization.

scholarly journals LEADER-MEMBER EXCHANGE FROM THE PERSPECTIVE OF PEOPLE WITH DISABILITIES

2021 ◽  
Vol 8 (3) ◽  
Author(s):  
Hasnizawati Hashim
Keyword(s):  
Social Exchange ◽  
Leadership Skills ◽  
People With Disabilities ◽  
Leader Member Exchange ◽  
Exchange Relationship ◽  
Dyadic Relationship ◽  
Member Exchange ◽  
Disabled Employees ◽  
High Employment

People with disabilities (PWD) view the issue of employment as one of endless concern as they are continuously evaluated based on their disability per se. It is reported that that PWDs have to face challenges in finding jobs that suit their capability but they usually eventually quit from their job after struggling with the challenges that come with it. The increasing trend of a high employment turnover among disabled employees in Malaysia has spurred the direction in this study toward examining the concept of leader-member exchange (LMX) which examines the quality of supervisor-subordinate relationships. This study is important because it will bring new insights on how managers can integrate PWDs at the workplace by enhancing their social exchange relationship (dyadic), especially their leadership skills. It was discovered that all components of LMX namely affect, professional respect, contribution and loyalty are all important factors that ensure a good relationship between supervisors and PWDs.  In addition, it was found that types of disabilities and PWD working sectors has no mean difference toward the LMX components that influence this dyadic relationship.

scholarly journals Pengaruh Keadilan Organisasional Terhadap Kinerja Karyawan Dimediasi LMX (Leader-Member Exchange) Dilihat dari Aspek Gender

2021 ◽  
Vol 30 (2) ◽  
pp. 154-172
Author(s):  
Alifah Widya ◽  
Heru Kurnianto Tjahjono ◽  
Zainal Mustafa ◽  
Wisnu Prajogo
Keyword(s):  
Organizational Justice ◽  
Employee Performance ◽  
Medical Laboratory ◽  
Leader Member Exchange ◽  
Exchange Relationship ◽  
Mediating Role ◽  
Central Java ◽  
Member Exchange ◽  
The Relationship

The purpose of this article is to examine the mediating role of leader-member exchange in the relationship between organizational justice and employee performance in terms of gender. This article focuses on ATLM (Medical Laboratory Technologist) regarding organizational justice practices and the Leader-Member Exchange relationship and how these perceptions predict employee performance and how it affects employee gender. The sample used was 191 ATLM in type C hospitals in the D.I. Yogyakarta and Central Java. The results of this study will help ATLM to foster greater employee value and teamwork among employees by implementing organizational justice practices.

scholarly journals Development Idiosyncratic Deals and Employee Performance

2021 ◽  
Vol 4 (3) ◽  
pp. 63-72
Author(s):  
Mariam Tauba ◽  
Andrew Kimwolo
Keyword(s):  
Social Exchange ◽  
Social Exchange Theory ◽  
Employee Performance ◽  
Exchange Theory ◽  
Leader Member Exchange ◽  
Idiosyncratic Deals ◽  
The Social ◽  
Member Exchange ◽  
The Relationship

Employee performance has been at the helm of academic research over the years. The changing nature of work has unearthed several antecedents of job performance. The purpose of this study was to examine employee performance through the development of Idiosyncratic deals and Leader-Member-Exchange-quality lens of antecedents. The study is anchored on the social exchange theory. The hypotheses were tested on a sample of 325 employees of ICT firms in Uganda, using a cross-sectional survey. Three hundred two responses were used for analysis after cleaning of data. The direct hypotheses were tested using correlation analysis, while the mediation was tested using the Hayes Process macro model 4. The results supported the relationship between development idiosyncratic deals and employee performance and LMX quality and employee performance. This study found a significant mediating role of LMX-quality on the relationship between development idiosyncratic deals and employee performance. The study made contributions to the literature on idiosyncratic deals, employee performance, leader-member exchange quality as well, as the Social exchange theory. The study recommends adopting good quality LMX relationships to enhance the role of development idiosyncratic deals on employee performance among ICT firms. 

scholarly journals Authoritarian leadership and task performance: the effects of leader-member exchange and dependence on leader

2019 ◽  
Vol 13 (1) ◽  
Author(s):  
Zhen Wang ◽  
Yuan Liu ◽  
Songbo Liu
Keyword(s):  
Task Performance ◽  
Social Exchange ◽  
Social Exchange Theory ◽  
Enterprise Group ◽  
Leader Member Exchange ◽  
Authoritarian Leadership ◽  
Dependence Theory ◽  
Member Exchange ◽  
Negative Effect ◽  
Practical Implications

AbstractThis study examines how and when authoritarian leadership affects subordinates’ task performance. Using social exchange theory and power dependence theory, this study proposes that authoritarian leadership negatively influences task performance through leader-member exchange (LMX). This study further proposes that the effect of authoritarian leadership on LMX is stronger when a subordinate has less dependence on a leader. A two-wave survey was conducted in a large electronics and information enterprise group in China. These hypotheses are supported by results based on 219 supervisor-subordinate dyads. The results reveal that authoritarian leadership negatively affects subordinates’ task performance via LMX. Dependence on leader buffers the negative effect of authoritarian leadership on LMX and mitigates the indirect effect of authoritarian leadership on employee task performance through LMX. Theoretical contributions and practical implications are discussed.

Compensatory Coping Through the Extension of Working Hours

2019 ◽  
Vol 63 (3) ◽  
pp. 115-128 ◽  
Author(s):  
Maie Stein ◽  
Sylvie Vincent-Höper ◽  
Nicole Deci ◽  
Sabine Gregersen ◽  
Albert Nienhaus
Keyword(s):  
Job Demands ◽  
Working Hours ◽  
Well Being ◽  
Leader Member Exchange ◽  
Workplace Health ◽  
High Quality ◽  
Data Analyses ◽  
Member Exchange ◽  
The Relationship ◽  
Advance Knowledge

Abstract. To advance knowledge of the mechanisms underlying the relationship between leadership and employees’ well-being, this study examines leaders’ effects on their employees’ compensatory coping efforts. Using an extension of the job demands–resources model, we propose that high-quality leader–member exchange (LMX) allows employees to cope with high job demands without increasing their effort expenditure through the extension of working hours. Data analyses ( N = 356) revealed that LMX buffers the effect of quantitative demands on the extension of working hours such that the indirect effect of quantitative demands on emotional exhaustion is only significant at low and average levels of LMX. This study indicates that integrating leadership with employees’ coping efforts into a unifying model contributes to understanding how leadership is related to employees’ well-being. The notion that leaders can affect their employees’ use of compensatory coping efforts that detract from well-being offers promising approaches to the promotion of workplace health.

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.

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