Why Voice Behavior? An Integrative Model of the Need for Affiliation, the Quality of Leader–Member Exchange, and Group Cohesion in Predicting Voice Behavior

2016 ◽  
Vol 42 (6) ◽  
pp. 792-818 ◽  
Author(s):  
Fang Kong ◽  
Yue Huang ◽  
Peng Liu ◽  
Xiping Zhao
Keyword(s):  
Group Cohesion ◽  
Integrative Model ◽  
Leader Member Exchange ◽  
Voice Behavior ◽  
Need For Affiliation ◽  
Member Exchange

Proactive Personality, LMX, and Voice Behavior: Employee–Supervisor Sex (Dis)similarity as a Moderator

2018 ◽  
Vol 33 (1) ◽  
pp. 86-100 ◽  
Author(s):  
Nikodemus Hans Setiadi Wijaya
Keyword(s):  
Organizational Effectiveness ◽  
Proactive Personality ◽  
Integrative Model ◽  
Leader Member Exchange ◽  
Voice Behavior ◽  
Changing Environment ◽  
Member Exchange ◽  
The Relationship

In today’s changing environment, employees’ voice behavior can enhance organizational effectiveness. This study tests an integrative model linking proactive personality, leader–member exchange (LMX), voice behavior, and employee–supervisor sex (dis)similarity. Sex (dis)similarity is posited as a moderator. Results showed proactive personality was positively related to both voice behavior and LMX quality, and LMX quality was positively related to voice behavior. LMX quality partially mediated the relationship between proactive personality and voice behavior. Employee–supervisor sex (dis)similarity moderated the effect of LMX quality on voice behavior. Employees working in higher quality LMX relationships with supervisors of dissimilar sex exhibited more voice behavior.

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.

scholarly journals Locus of Control, Sources of Motivation, and Mental Boundaries as Antecedents of Leader–Member Exchange Quality

2010 ◽  
Vol 106 (1) ◽  
pp. 175-188 ◽  
Author(s):  
John E. Barbuto ◽  
Dayna Finch Weltmer ◽  
Lisa A. Pennisi
Keyword(s):  
Locus Of Control ◽  
Field Study ◽  
Self Concept ◽  
Elected Officials ◽  
Leader Member Exchange ◽  
Study Analysis ◽  
Internal Motivation ◽  
Direct Reports ◽  
Member Exchange

In this study were examined leaders' and members' scores on locus of control, sources of motivation, and mental boundaries to predict the quality of leader–member exchanges. 80 elected officials and their 388 direct reports were sampled in a field study. Analysis indicated followers' scores on locus of control, leaders' scores of self-concept internal motivation, leaders' scores on locus of control, and followers' rated goal-internalization motivation were positively related to leader–member exchanges. Implications and directions for research are discussed.

Great minds think alike: does leader-follower similarity in construal level of the work enhance leader-member exchange quality?

2022 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Sevgi Emirza ◽  
Alev Katrinli
Keyword(s):  
Mental Representation ◽  
Current Knowledge ◽  
Interpersonal Relationship ◽  
Survey Study ◽  
Construal Level ◽  
Leader Member Exchange ◽  
Content Type ◽  
Member Exchange

PurposeThe purpose of this study is to investigate whether leader-follower similarity in construal level of the work, which indicates the degree of abstraction applied to mental representation of the work, influences the quality of interpersonal relationship at work.Design/methodology/approachFirst, an interview study was conducted to adapt the work-based construal-level (WBCL) scale. Then, a survey study was conducted for hypothesis testing. Data collected from 245 matched supervisor-subordinate dyads were analyzed using multi-level modeling.FindingsResults revealed that dyadic similarity in work-domain construal level is positively related to leader-member exchange (LMX) quality. As a leader and a follower become similar to each other in terms of mental representation (i.e. construal level) of work, they experience higher relationship quality.Originality/valueThis study enhances the current knowledge of the role of cognition and cognitive similarity in leadership processes.

scholarly journals TO EXAMINE LEADER-MEMBER EXCHANGE AS MODERATING VARIABLE ON THE INFLUENCE OF EMPLOYEE PSYCHOLOGICAL UNCERTAINTY TOWARD EMPLOYEES’ JOB SATISFACTION AND TURNOVER INTENTION

2019 ◽  
Vol 1 (1) ◽  
Author(s):  
Muhammad Zakiy
Keyword(s):  
Job Satisfaction ◽  
Organizational Change ◽  
Turnover Intention ◽  
Negative Influence ◽  
Positive Influence ◽  
Leader Member Exchange ◽  
Member Exchange ◽  
Relationship Of ◽  
The Impact

The studies revealed that organizational change could create employee’s psychological uncertainty. However, this study argues that the quality of leader-member exchange enables to control the impact of the psychological uncertainty during the change toward employee’s attitude. This study represents job satisfaction and turnover intention as proxy of employee’s attitude for that matter. Based on social exchange theory, quality relationship of leader and employees affects on the relationship of psychological uncertainty and employee’s job satisfaction and turnover intention. This study selected private hospitals experiencing the changes of operational system for complying with national health security system. This study conducted cross-section survey for individual level-analysis. This study produces some findings. Firstly, the LMX has been failed to reduce the negative influence of psychological uncertainty towards employee’s job satisfaction, although the quality of the LMX was good. employee’s job satisfaction is more perceived as  personal afective state experienced during the organizational change. Secondly, the LMX has been successfully moderated the positive influence of the psychological uncertainty towards employee’s turnover intention.The data were collected by using questioners, distributed to the employees who worked in hospitals in Yogyakarta Province. There were 193 questioners that could be collected and analyzed by using Moderated Regression Analysis (MRA) to test the hypothesis by using SPSS application version 21. The result of the study shows that psychological uncertainty had negative correlation to employee’s job satisfaction and positive influence to psychological uncertainty toward turnover intention. Besides, LMX was proven to moderate positive influence of psychological uncertainty toward turnover intention, but it could not moderate negative influence of psychological uncertainty toward job satisfaction. 

Exploring hotel employees’ regulatory foci and voice behavior: the moderating role of leader-member exchange

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
You-De Dai ◽  
Wen-Long Zhuang ◽  
Po-Kai Yang ◽  
Yi-Jun Wang ◽  
Tzung-Cheng Huan
Keyword(s):  
Convergent Validity ◽  
Discriminant Validity ◽  
Future Research ◽  
Leader Member Exchange ◽  
Voice Behavior ◽  
Content Type ◽  
Hotel Employees ◽  
Member Exchange ◽  
Moderating Role

Purpose Drawing on leader-member exchange theory and regulatory focus theory, the purpose of this study is to explore the effects of hotel employees’ regulatory foci on their voice behavior and the moderating role of leader-member exchange. Design/methodology/approach The questionnaire includes demographics, regulatory foci, leader-member exchange and voice behavior sections. The data was collected via a survey of 10 international tourist hotels in Taiwan and 479 valid questionnaires were completed. Confirmatory factor analysis and path analysis were used to test the composite reliability, discriminant validity and convergent validity. Multiple regression analysis was used to test the hypotheses. Findings The outcome of this study indicates that both promotion focus and prevention focus can benefit employees’ voice behavior; however, prevention-focused employees have more positive voice behavior than promotion-focused employees. In addition, the leader-member exchange can moderate the relationship between regulatory foci and voice behavior. Originality/value This is an empirical study in the hotel field to examine the moderating effects of leader-member exchange on the relationships between regulatory foci and voice behavior. This research is contributed toward human resource management literature in the hospitality and tourism domain. Practices for managers and suggestions for future research are discussed.

Idiosyncratic Deals to Employee Outcomes: Mediating Role of Social Exchange Relationships

2018 ◽  
Vol 25 (4) ◽  
pp. 443-455 ◽  
Author(s):  
Satvir Singh ◽  
Prajya R. Vidyarthi
Keyword(s):  
Social Comparison ◽  
Social Exchange ◽  
Organizational Citizenship Behavior ◽  
Organizational Support ◽  
Citizenship Behavior ◽  
Leader Member Exchange ◽  
Employee Outcomes ◽  
Idiosyncratic Deals ◽  
Member Exchange

The individualized work-related agreements known as idiosyncratic deals (i-deals), which are negotiated between the employee and the employer, has been shown to affect employee outcomes. In this study, we suggest that social comparison theory, in addition to social exchange theory, can be used to explain the effect of i-deals on employee outcomes. This study explains the process through which i-deals lead to positive employee outcomes in the form of increased employee job satisfaction, organizational citizenship behavior, job performance, and reduced employee turnover. We hypothesized that employees’ perceived organizational support (POS), quality of relationship with the supervisor known as leader–member exchange (LMX), and quality of the relationship with the supervisor in comparison to others in the group termed as leader–member exchange social comparison (LMXSC) mediates the relationships between i-deals to outcomes. In a sample of 338 faculty employees nested in 49 departments from a private university, we found support for direct relationships between i-deals, outcomes, and mediators (POS, LMX, and LMXSC). We also found partial support for the mediation of LMX and LMXSC. The theoretical and practical implications of results are discussed.

scholarly journals The Correlation between Leader–Member Exchange and Organisational Commitment among Spanish Registered Nurses: The Moderating Role of Sex and Hospital Size

2020 ◽  
Vol 17 (3) ◽  
pp. 721
Author(s):  
Nieves López-Ibort ◽  
Delia González-de la Cuesta ◽  
Teresa Antoñanzas-Lombarte ◽  
Ana Gascón-Catalán
Keyword(s):  
Registered Nurses ◽  
Interpersonal Relationship ◽  
Leader Member Exchange ◽  
Organisational Commitment ◽  
Hospital Size ◽  
Organisational Support ◽  
Member Exchange ◽  
Perceived Organisational Support

The role of the supervisor in hospitals is to oversee and encourage the active work participation of registered nurses. In this context, leadership should be focused on the creation of a positive environment for the generation of high-quality care and the development of attitudes that have a beneficial influence on the work of the registered nurse. The aims of this study have been: (i) To verify if the quality of the supervisor–nurse interpersonal relationship was correlated with organisational commitment; (ii) to establish if the correlation could be moderated by empowerment, perceived organisational support, and leader–leader exchange. A cross-sectional survey with self-report questionnaires was performed. A total of 2541 registered nurses from nine public hospitals participated in the study. They completed scales measuring leader–member exchange, commitment, empowerment, perceived organisational support, and leader–leader exchange. There was a positive correlation between the quality of the leader–member exchange and commitment. Leader–leader exchange has a moderating effect on this relationship. The moderating effects of empowerment, perceived organisational support, and leader–member exchange on the supervisor–nurse interpersonal relationship and the nurse’s organisational commitment are influenced by sex and/or hospital size. Organisations should design supervisor training strategies aimed at establishing high-quality supervisor–nurse interpersonal relationships.

Team-member exchange, voice behavior, and creative work involvement

2017 ◽  
Vol 38 (3) ◽  
pp. 417-431 ◽  
Author(s):  
Hsi-An Shih ◽  
Nikodemus Hans Setiadi Wijaya
Keyword(s):  
Team Member ◽  
Reciprocal Relationship ◽  
Mediating Effect ◽  
Creative Work ◽  
Voice Behavior ◽  
Content Type ◽  
Work Involvement ◽  
Team Member Exchange ◽  
Member Exchange

Purpose The purpose of this paper is to conceptualize the links among team-member exchange (TMX), voice behavior, and creative work involvement. Design/methodology/approach A total of 260 employees were participants in this study. All were alumni of a Business School in Indonesia. Data were gathered at two time points four months apart. Hierarchical regression and bootstrapping analyses were conducted to find the effects of TMX on voice behavior and creative work involvement. Findings Results from the analyses showed positive effects of TMX on both voice behavior and creative work involvement. A positive effect of voice behavior on creative work involvement was found. The results also exhibited a partial mediating effect of voice behavior on the relationship between TMX and creative work involvement. Practical implications The findings point to the importance of maintaining TMX quality in work teams for enhancing employee voice and creativity. Organizations may need to develop members’ reciprocal relationship skill in teams and maintain the roles of team leaders to develop the quality of TMX. It is also suggested that the practice of self-management teams may enhance the quality of TMX and voice behavior of employees. Originality/value This paper offers new insight on how levels of TMX may impact on members’ voice behavior and creative work involvement. Longitudinal data may provide a more accurate prediction of the links among TMX, voice behavior, and creative work involvement.

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