Inclusive Leadership and Pro-Social Rule Breaking: The Role of Psychological Safety, Leadership Identification and Leader-Member Exchange

2020 ◽  
pp. 003329412095355
Author(s):  
Feng Wang ◽  
Wendian Shi
Keyword(s):  
Psychological Safety ◽  
Leader Member Exchange ◽  
Strong Impact ◽  
Inclusive Leadership ◽  
Social Rule ◽  
Significant Difference ◽  
Member Exchange ◽  
Rule Breaking ◽  
The Impact

This study explores the impact of inclusive leadership on employees’ pro-social rule breaking through the dual path of psychological safety and leadership identification, as well as the moderating role of leader-member exchange in the above paths. We used questionnaires to survey 303 employees at two time points. The results show that inclusive leadership has a significant positive impact on employees’ pro-social rule breaking, that psychological safety and leadership identification play mediating roles in this relationship, and that there is no significant difference between the mediating effects. Leader-member exchange moderates the indirect effect of inclusive leadership on pro-social rule breaking through psychological safety. That is, under a high level of leader-member exchange, inclusive leadership has a strong impact on psychological safety and pro-social rule breaking, but the moderating effect of inclusive leadership on employees’ pro-social rule breaking through leadership identification is not significant. This study provides guidance for improving the vitality of employees and promoting the development of enterprise rules.

scholarly journals The Role of Daily Affect in Leader-Member Exchange: A Multilevel Investigation in Public Health Administration

Organizacija ◽  
2021 ◽  
Vol 54 (2) ◽  
pp. 112-130
Author(s):  
Mehmet Çetin ◽  
Gulmira Samenova ◽  
Filiz Türkkan ◽  
Ceylan Karataş
Keyword(s):  
Public Health ◽  
Emotional Intelligence ◽  
Negative Affect ◽  
Leader Member Exchange ◽  
Trait Emotional Intelligence ◽  
Health Administration ◽  
Multilevel Research ◽  
Member Exchange ◽  
The Impact

Abstract Background and purpose: Although the critical role of affect in the leader-member relationship has been widely accepted, few studies investigated the impact of within-person affect variations in daily leader-member exchange (LMX) or addressed potential cross-level and intra-individual moderators of this relationship. This study examines the effects of followers’ positive and negative affect on their daily LMX in public health care organizations. The moderator roles of emotional labor and trait emotional intelligence were also investigated. Methodology: A multilevel research design was conducted where daily measures were nested in individuals. Seventy participants working in a government health organization operating in Istanbul responded to daily surveys for five consecutive workdays (350 day-level responses) and a general survey one week after the daily data collection period (70 person-level responses). Hypotheses were tested using Hierarchical Linear Modeling (HLM). Results: Both positive affect and negative affect were positively related with LMX (day-level), but negative affect had a negative association with LMX on the inter-personal level (when daily scores were averaged across days). Although trait emotional intelligence showed a positive cross-level effect, none of the proposed moderations was significant. Conclusion: The role of affect in LMX development is critical and has a complex structure. Findings emphasize the importance of multilevel research for understanding the affect-LMX relationship as they demonstrate different pictures in day-level and person-level analysis.

Coaching leadership and subordinates' career success: The mediating role of leader–member exchange.

2019 ◽  
Vol 47 (11) ◽  
pp. 1-8 ◽  
Author(s):  
Zhenglong Peng ◽  
Bo Gao ◽  
Hongdan Zhao
Keyword(s):  
Leadership Style ◽  
Career Success ◽  
Theoretical Perspective ◽  
Leader Member Exchange ◽  
Mediating Role ◽  
Member Exchange ◽  
Coaching Leadership ◽  
The Impact ◽  
The Relationship

Although a coaching leadership style has an inherent advantage in predicting the subordinates' career success, there is still little known about the linkage and the specific process by which coaching leadership influences career success. We examined the relationship between coaching leadership and subordinates' career success, especially the mediating role of leader–member exchange (LMX), through a survey conducted with 301 supervisor–subordinate pairs of a large state-owned enterprise in Shanghai, China. Using Hayes' PROCESS macro, we conducted a Sobel test and bootstrapping to test our hypotheses. As predicted, we found that coaching leadership was positively related to both subjective and objective career success of subordinates. In addition, LMX mediated the influence of coaching leadership on career success of subordinates. Our findings provide a new theoretical perspective for explaining the impact of coaching leadership.

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