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.

The impact of supervisor–subordinate relationships and a trainee characteristic upon police officer work outcomes

2016 ◽  
Vol 23 (3) ◽  
pp. 423-436 ◽  
Author(s):  
Yvonne Brunetto ◽  
Stephen Teo ◽  
Kate Shacklock ◽  
Rod Farr-Wharton ◽  
Art Shriberg
Keyword(s):  
Social Exchange ◽  
Police Officers ◽  
Social Exchange Theory ◽  
Affective Commitment ◽  
The United States ◽  
Self Report ◽  
Leader Member Exchange ◽  
Cross Sectional ◽  
Member Exchange ◽  
The Impact

AbstractThis study used two theoretical lenses (positive organizational behaviour and social exchange theory) to examine the influence of an individual attribute – psychological capital (PsyCap), and an organizational factor – leader–member exchange, upon police officers’ perceptions of learning options (teamwork and training) and affective commitment. A cross-sectional design using a survey-based, self-report strategy was used to collect data from 588 frontline police officers in the United States. The findings indicate that leader–member exchange explained almost a fifth of PsyCap and together leader–member exchange and PsyCap accounted for almost a third of police officers’ satisfaction with training. Further, leader–member exchange, PsyCap, training and teamwork collectively explain almost half of affective commitment. One implication of the findings is that if senior management want police officers to be more committed, they have to improve officers’ relationships with their supervisors, upskill them (especially their supervisors) in PsyCap, and improve teamwork opportunities and processes.

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).

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 Peran Komitmen Afektif terhadap Perubahan sebagai Mediator Hubungan antara Pertukaran Pemimpin-Anggota dengan Kemampuan Mengatasi Perubahan pada Unit Area PT X

2021 ◽  
Vol 4 (1) ◽  
pp. 55-62
Author(s):  
Jonathan Permana ◽  
Endang Parahyanti
Keyword(s):  
Mediation Analysis ◽  
Affective Commitment ◽  
Business Processes ◽  
Unit Area ◽  
Leader Member Exchange ◽  
Exchange Relationship ◽  
Commitment To Change ◽  
Member Exchange ◽  
Area Unit

The development in the era of digitalization requires companies to make significant changes in their business processes to face competitors and adapt to the environment. This study aims to determine the role of affective commitment to change as a mediator of the leader-member exchange relationship with the ability to coping with change in the PT X Area Unit. Subjects totaled 222 participants from 7 Unit Area PT X. This study uses a quantitative method through online questionnaires, with a non-experimental research design with a correlation design and a mediation analysis of the research variables. The results of the mediation analysis show that affective commitment to change can act as a mediator with a form of full mediation between leader-member exchanges, with an indirect coefficient value of 0.08 with a 95% confidence interval value between 0.03 and 0.15 on the ability to cope with change. The results of study concluded that leader-member exchange can predict the ability of employees to deal with change if employees have an affective commitment to change.

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.

Turnover intent of new workers: social exchange perspectives

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Felicito Angeles Jabutay ◽  
Parisa Rungruang
Keyword(s):  
Social Exchange ◽  
Affective Commitment ◽  
Call Centers ◽  
The Philippines ◽  
Task Interdependence ◽  
Equation Modeling ◽  
Turnover Intent ◽  
Leader Member Exchange ◽  
Content Type ◽  
Member Exchange

PurposeThis paper aims to investigate the impact of task interdependence and leader–member exchange, as social exchange variables, on affective commitment and turnover intent of new workers in an industry with high attrition rates. In addition, the paper examines the mediating effects of affective commitment.Design/methodology/approachThe present study drew insights from the literature to formulate hypotheses that link the two social exchange variables on affective commitment and turnover intent. Through the utilization of the data collected from 441 call center agents working for eight call centers in the Philippines, the hypotheses were tested and analyzed using structural equation modeling.FindingsThe results reveal that task interdependence and leader–member exchange are positive antecedents of affective commitment and negative predictors of turnover intent. Further analysis reveals that affective commitment fully mediates the effects of the two social exchange variables on turnover intent.Practical implicationsThe results imply that call centers can help improve new workers' affective commitment and reduce their turnover intent through job designs that can facilitate high task interdependence. Furthermore, training team leaders or supervisors to develop leadership styles that are more focused on people and relationships may also increase the agents' commitment and reduce their quit intention.Originality/valueThis paper is the first to demonstrate that social exchange variables can also impact the affective commitment and turnover intent of new workers in an industry known to have heavy supervisorial monitoring, high demands in terms of work quotas and high turnover rates.

The cynical subordinate: exploring organizational cynicism, LMX, and loyalty

2020 ◽  
Vol 49 (8) ◽  
pp. 1731-1748
Author(s):  
Kristyn A. Scott ◽  
David Zweig
Keyword(s):  
Social Exchange ◽  
Design Methodology ◽  
Longitudinal Design ◽  
Leader Member Exchange ◽  
Content Type ◽  
Social Exchanges ◽  
Reciprocal Relationships ◽  
Organizational Cynicism ◽  
Member Exchange ◽  
The Relationship

PurposeAdopting a social exchange framework, this article examines the relationship between organizational cynicism and leader–member exchange (LMX) using two different methodologies.Design/methodology/approachStudy 1 utilizes a longitudinal panel design (N = 291) to examine the reciprocal relationships between organizational cynicism and LMX over time. Study 2 (N = 348) positions loyalty as a possible mechanism through which organizational cynicism might impair LMX.FindingsStudy 1 provides evidence for the existence of some reciprocity in the relationships between organizational cynicism and LMX; however, organizational cynicism appears to be a stronger predictor of LMX than the obverse. The results of Study 2 suggest that cynical employees are less loyal to their supervisors, and this cynicism can interfere with the reciprocity process inherent in the creation and maintenance of high-quality social exchanges at work.Originality/valueThis is the first study to examine the relations between organizational cynicism and LMX in a longitudinal design. Additionally, the inclusion of loyalty and demonstration that organizational cynicism impacts loyalty to supervisors negatively represents a novel direction in organizational cynicism research.

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.

Conversation at Work

2016 ◽  
Vol 44 (2) ◽  
pp. 177-197 ◽  
Author(s):  
Guowei Jian ◽  
Francis Dalisay
Keyword(s):  
Social Exchange ◽  
Social Exchange Theory ◽  
Online Survey ◽  
Organizational Outcomes ◽  
Potential Interaction ◽  
Exchange Theory ◽  
Leader Member Exchange ◽  
Member Exchange ◽  
Communication Frequency ◽  
Using Data

Although research has made significant gains in understanding the constitutive nature of conversation in the process of organizing, its predictive effects on organizational outcomes are still uncertain. To contribute in this direction, based on social exchange theory and leader-member exchange (LMX) research, this study examined the predictive effects of leader-member conversational quality (LMCQ) on employee organizational commitment (OC), and the potential interaction effects of LMCQ with LMX quality. Using data from an online survey, this study found that above and beyond communication frequency and other control variables, LMCQ is significantly associated with employee OC. More interestingly, the effects of LMCQ vary based on the level of LMX quality. These findings have significant implications at both theoretical and practical levels.

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