Leader—Member Exchange as a Moderator of the Relationship Between Work Group Diversity and Team Performance

2009 ◽  
Vol 34 (5) ◽  
pp. 507-535 ◽  
Author(s):  
Marcus M. Stewart ◽  
Olenda E. Johnson
Keyword(s):  
Team Performance ◽  
Work Group ◽  
Leader Member Exchange ◽  
Member Exchange ◽  
Group Diversity ◽  
The Relationship

Leveraging leader–leader exchange to enrich the effect of leader–member exchange on team innovation

2017 ◽  
Vol 26 (4) ◽  
pp. 555-570
Author(s):  
Jaewan Yang
Keyword(s):  
Work Group ◽  
Leader Member Exchange ◽  
Group Level ◽  
Mediation Model ◽  
Exchange Relationships ◽  
Team Innovation ◽  
Moderated Mediation Model ◽  
Member Exchange ◽  
The Relationship ◽  
Innovation Support

AbstractIn this study, I propose supervisors’ upward leader–leader exchange relationships as an important boundary condition for the relationship between average leader–member exchange (LMX) relationships and a climate for innovation support at the group level. Specifically, I argue that the effect of resource spillover to poor-LMX subordinates within a work group is an important mechanism that leads to the development of a climate that supports innovation. I test the hypothesized moderated-mediation model by using multisource and multiwave data collected from 590 employees and 75 supervisors. The findings indicate that the indirect effect of team LMX relationships on team effectiveness via a climate for innovation support is more positive under high conditions of leader–leader exchange, whereas the effect is less positive under low conditions of leader–leader exchange. Implications and limitations relevant to developing research around LMX and innovation are addressed.

scholarly journals The effect of team value diversity on team performance: The mediating role of relationship conflict and the moderating effects of organization citizenship behavior and leader-member exchange quality

2021 ◽  
Vol 11 (8) ◽  
pp. 2185-2194
Author(s):  
Abul Waleed ◽  
Wisal Ahmad ◽  
Muhammad Farooq Jan ◽  
Sadaqat Ali ◽  
Awais Jamal Khattak ◽  
...  
Keyword(s):  
Team Performance ◽  
Relationship Conflict ◽  
Citizenship Behavior ◽  
Leader Member Exchange ◽  
Mediating Role ◽  
Organization Citizenship Behavior ◽  
Member Exchange ◽  
Value Diversity ◽  
The Relationship

This paper aims to investigate the mediating role of relationship conflict and moderating role of organization citizenship behavior and leader-member-exchange quality on the relationship between team value diversity and team performance. Data was collected from 263 employees of the telecom sector addressing the variables of value diversity, team performance, relationship conflict, OCB and LMX. Regression analysis found that team value diversity negatively affects team performance, and relationship conflict significantly mediates this relationship. It was also found that OCB and LMX significantly moderate the relationship, such that in the presence of these two, value diversity doesn’t affect team performance rather team performance is positive when these two are present. The findings of this research confirm that for effective management of team diversity in organizations, team leaders must also wisely manage relationship conflict.

scholarly journals Linking leader-member exchange differentiation to work team performance

2014 ◽  
Vol 35 (8) ◽  
pp. 710-724 ◽  
Author(s):  
Herman H.M. Tse
Keyword(s):  
Boundary Condition ◽  
Team Performance ◽  
Future Research ◽  
Leader Member Exchange ◽  
Psychological Process ◽  
Content Type ◽  
Member Exchange ◽  
Affective Climate ◽  
The Relationship

Purpose – The purpose of this paper is to propose a conceptual model that delineates the psychological process and boundary condition of how leader-member exchange (LMX) differentiation influences team performance. Design/methodology/approach – Based on theories of LMX and social information processing, it is argued that several important mechanisms underpin the relationship between LMX differentiation and team performance. The role of these variables in the relationship is discussed. Findings – The team mechanisms such as affective climate and team-member exchange (TMX) serve as a boundary condition and psychological process to influence the LMX differentiation-team performance relationship. Their conceptual significance and how they affect the relationship are discussed. Research limitations/implications – This study focusses on theorizing TMX and affective climate as key variables in the LMX differentiation-team performance relationship. Future research considers examining the relative importance of other variables such as team potency or team cohesion to advance the understanding of the precise mechanisms that explain the relationship. Practical implications – The proposed model increases the understanding of the role of affective climate in the relationships between LMX differentiation, TMX and team performance. It helps minimize the negative effect of LMX differentiation, and may ultimately lead to better team performance. Originality/value – Although the implication of LMX differentiation has been discussed extensively, the research has not yet led to a firm conclusion as to its relationship with team outcomes. This study is one of the first to theorize affective climate and TMX as an important psychological mechanism and boundary condition to simultaneously influence the LMX differentiation – team performance relationship.

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.

The Relationship Between Leader–Member Exchange and Employees’ Proactive Behaviors

2019 ◽  
Vol 18 (2) ◽  
pp. 106-111
Author(s):  
Fong-Yi Lai ◽  
Szu-Chi Lu ◽  
Cheng-Chen Lin ◽  
Yu-Chin Lee
Keyword(s):  
Hierarchical Linear Modeling ◽  
Future Research ◽  
Leader Member Exchange ◽  
Voice Behavior ◽  
Linear Modeling ◽  
Team Members ◽  
Member Exchange ◽  
Multi Temporal ◽  
The Relationship ◽  
Practical Implications

Abstract. The present study proposed that, unlike prior leader–member exchange (LMX) research which often implicitly assumed that each leader develops equal-quality relationships with their supervisors (leader’s LMX; LLX), every leader develops different relationships with their supervisors and, in turn, receive different amounts of resources. Moreover, these differentiated relationships with superiors will influence how leader–member relationship quality affects team members’ voice and creativity. We adopted a multi-temporal (three wave) and multi-source (leaders and employees) research design. Hypotheses were tested on a sample of 227 bank employees working in 52 departments. Results of the hierarchical linear modeling (HLM) analysis showed that LLX moderates the relationship between LMX and team members’ voice behavior and creative performance. Strengths, limitations, practical implications, and directions for future research are discussed.

Effect of implicit prototype theory on employees' proactive behavior

2020 ◽  
Vol 48 (5) ◽  
pp. 1-12
Author(s):  
Hongwu Xiao ◽  
Donghan Wang ◽  
Xiaohan Liu ◽  
Yi Liu
Keyword(s):  
Role Theory ◽  
Reliability And Validity ◽  
Leader Member Exchange ◽  
Prototype Theory ◽  
Proactive Behavior ◽  
Regression Analyses ◽  
Theoretical Support ◽  
Member Exchange ◽  
Managerial Implications ◽  
The Relationship

We applied role theory to test a theoretical model that explained how and why an implicit prototype match influences employees' proactive behavior in interpersonal contexts. After analyzing the reliability and validity of the variables, we used correlation and regression analyses to test our hypotheses with 342 participants from enterprises in China. The results show that (a) a stronger implicit prototype match increased employees' proactive behavior, (b) leader–member exchange mediated the relationship between implicit prototype match and proactive behavior, and (c) leader–member liking (employee's liking for leader and vice versa) moderated the relationship between implicit prototype match and leader–member exchange. Our findings provide theoretical support for implicit prototype theory from the implicit match perspective and have managerial implications for organizations seeking to improve employees' proactive behavior.

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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