Demographic Similarity/Difference, Intercultural Sensitivity, and Leader–Member Exchange

2012 ◽  
Vol 19 (3) ◽  
pp. 294-302 ◽  
Author(s):  
Gina S. Matkin ◽  
John E. Barbuto
Keyword(s):  
Higher Education ◽  
Positive Relationship ◽  
Intercultural Sensitivity ◽  
Leader Member Exchange ◽  
Significant Positive Relationship ◽  
Education Environment ◽  
Leaders And Followers ◽  
Member Exchange ◽  
Demographic Similarity ◽  
Predictive Relationship

This study examined demographic similarity/difference between leaders and followers and level of intercultural sensitivity of leaders as predictors of followers’ ratings of leader–member exchange (LMX) in a U.S. higher education environment. A significant positive relationship was found between leaders’ levels of intercultural sensitivity and followers’ ratings of LMX. Specifically, as leaders’ levels of intercultural sensitivity increased, followers’ rating of LMX also increased. Demographic similarity/difference did not have a predictive relationship with followers’ ratings of LMX.

scholarly journals The characteristic of Leader-member Exchange (LMX) relationship between leader and follower

2020 ◽  
Vol 9 (6) ◽  
pp. 77-90
Author(s):  
Dedy Dewanto Soeprapto
Keyword(s):  
Construction Industry ◽  
Participation Rate ◽  
Project Managers ◽  
Analysis Method ◽  
Dyadic Relationship ◽  
General Managers ◽  
Leaders And Followers ◽  
Member Exchange ◽  
Demographic Similarity ◽  
Descriptive Statistical Analysis

The objective of this research is to understand the characteristic of the LMX relationship between leader and follower in the construction industry (in the context of a project-based organization) with followers as the provider of ideas and knowledge. This research is conducted in a construction state-own enterprise (SOE) in Indonesia, selected due to tight competition and the consequential need for innovation within short timescales. This study involves all 121 projects that existed at the time of data collection, and the unit of analysis is a dyadic relationship between general managers (as leader) and project managers (as a follower). Of these dyads, only 118 dyads can be analyzed (97.52 percent participation rate) and the analysis method used in this study is descriptive statistical analysis. The findings indicate the presence of statistic similarity between leaders and followers in case: the man’s gender 98,3%, regional origin match 42,4%, similarity level of education 39,8%, the similarity of ownership of construction certification 71,2%, the duration of the current working relationship with the leader for 13 to 24 months (49,2%), the duration of knowing current leader in the company for above 5 years (60%). Therefore, the demographic similarity is an important characteristic of high-quality LMX.

The relationship between leader construal level and leader-member exchange relationship

2019 ◽  
Vol 40 (8) ◽  
pp. 845-859
Author(s):  
Sevgi Emirza ◽  
Alev Katrinli
Keyword(s):  
Interactive Effect ◽  
Demographic Characteristics ◽  
Construal Level ◽  
Relational Demography ◽  
Leader Member Exchange ◽  
Content Type ◽  
Member Exchange ◽  
Demographic Similarity ◽  
The Relationship

Purpose The purpose of this paper is to investigate the effect of leader’s construal level, which is the tendency of the leader to construe things abstractly or concretely, on leader-member exchange (LMX) quality and the moderating role of relational demography, which is the comparative similarity between supervisor and subordinate in demographic characteristics. The authors hypothesize a positive relationship between leader construal level and the quality of relationship, such that, as the leader’s construal level increases and becomes more abstract, the quality of relationship improves. Furthermore, demographic similarity is expected to moderate the relationship between leader construal level and LMX quality. Design/methodology/approach Data were collected from 159 employees with an online questionnaire. Hierarchical regression analysis was used for hypothesis testing. Findings Results show that the leader’s construal level is positively associated with LMX quality. Moreover, demographic similarity moderates this relationship such that when subordinate and supervisor have similar demographic characteristics, the effect of leader construal level on LMX is higher. Originality/value This study addresses the call for further research on leader-related antecedents of LMX by showing that leader construal level predicts relationship quality. This study also enhances our understanding of how to leverage the construal level in leadership research. Moreover, this study provides a deeper and more integrated understanding regarding the development of LMX relationships by delineating the interactive effect of leader-related features and relational demography.

scholarly journals Pengaruh kualitas interaksi atasan-bawahan dan dukungan organisasional persepsian terhadap organizational citizenship behavior foci supervisor dan organisasi

2018 ◽  
Vol 7 (1) ◽  
Author(s):  
Syahrizal Syahrizal ◽  
Hendri Andi Mesta ◽  
Fadhilatul Fitria B
Keyword(s):  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Organizational Support ◽  
Perceived Organizational Support ◽  
Positive Relationship ◽  
Secondary Data ◽  
Primary Data ◽  
Citizenship Behavior ◽  
Leader Member Exchange ◽  
Member Exchange

The purpose of this research is to analyze (1) the influence of leader member exchange on Organizational Citizenship Behavior Foci Supervisor (2) the influence of perceived organizational support on Organizational Citizenship Behavior Foci Supervisor (3) the influence of leader member exchange on Organizational Citizenship Behavior Foci organizational (4) the influence of perceived organizational support on Organizational Citizenship Behavior Foci organizational. The populations in this research are the employees of PT. Telekomunikasi Padang which consist of 128 employees. The samples were selected using Clustered Proportional Sampling which the total of the samples are 97 employees. The data used are primary data and secondary data. The data was analyzed using multiple reggression analysis. The result of this research shows (1) leader member exchange has a positive relationship on  Organizational Citizenship Behavior Foci Supervisor (2) perceived organizational support has a positive relationship on  Organizational Citizenship Behavior Foci Supervisor (3) leader member exchange has a positive relationship on Organizational Citizenship Behavior Foci organizational (4) perceived organizational support has a positive relationship on  Organizational Citizenship Behavior Foci organizational.Keywords: Organizational citizenship behavior foci supervisor (OCBS); perilaku kewarganegaraan organisasi foci organisasional (OCBO), pertukaran anggota pemimpin; dukungan organisasi persepsi

scholarly journals The effect of leader-member exchange on job performance of academic staff: An empirical evidence from higher education institutions

2018 ◽  
Vol 15 (2) ◽  
pp. 1129
Author(s):  
Mehdi Duyan ◽  
Süleyman Murat Yıldız
Keyword(s):  
Higher Education ◽  
Job Performance ◽  
Higher Education Institutions ◽  
Academic Staff ◽  
Empirical Studies ◽  
Educational Institutions ◽  
Leader Member Exchange ◽  
Member Exchange ◽  
Team Productivity ◽  
The Relationship

Recently, the relationship between leader-member exchange and job performance has become more interesting subject among researchers. However, the literature has a paucity of empirical studies conducted in the higher education institutions; therefore, the relationship between these two variables is not clear. Hence, the purpose of this study was to examine the effect of leader-member exchange on the job performance of academic staff in higher educational institutions. The data for the study were collected from the academic staff (n=174) of five faculties of sport sciences in Turkey. The LMX-7 scale developed by Scandura and Graen (1984) was used to determine the quality of the interactions between leaders (i.e., administrators) and members (i.e., academic staff). Sigler and Pearson’s (2000) job performance scale, which is a modified version of Kirkman and Rosen’s (1999) team productivity scale, was used to measure job performance. The findings exposed a statistically significant positive effect of leader-member exchange on job performance (p<0.05).

Knowledge donating and knowledge collecting

2015 ◽  
Vol 36 (1) ◽  
pp. 35-53 ◽  
Author(s):  
Anders Dysvik ◽  
Robert Buch ◽  
Bård Kuvaas
Keyword(s):  
Design Methodology ◽  
Positive Relationship ◽  
Knowledge Exchange ◽  
Leader Member Exchange ◽  
Causal Inferences ◽  
Cross Sectional ◽  
Content Type ◽  
Member Exchange ◽  
The Relationship ◽  
Practical Implications

Purpose – The purpose of this paper is to investigate whether the relationship between employees’ knowledge donating and managers’ knowledge collecting is moderated by social leader-member exchange (SLMX) and economic leader-member exchange (ELMX). Design/methodology/approach – Data were obtained from 227 employee-leader dyads from four Norwegian organizations. Hierarchical moderated regression was used to test the hypotheses. Findings – Even though the authors observed a positive relationship between employees’ knowledge donating and managers’ knowledge collecting, the moderation analysis revealed a positive relationship only for high levels of SLMX relationships. Research limitations/implications – The data were cross-sectional, thus prohibiting causal inferences. Practical implications – SLMX relationships may be particularly important for the facilitation of knowledge exchange. Managers may draw on this finding to develop their relationships with employees by means of relationship-oriented behaviors. Originality/value – Given the importance of knowledge-sharing processes, a better understanding of the conditions under which knowledge donating related to knowledge collecting is particularly important. The present study advances knowledge on SLMX and ELMX relationships by demonstrating how SLMX moderates the association between knowledge donating and knowledge collecting.

scholarly journals PENTINGKAH KETERAMPILAN POLITIK ORGANISASI, SAAT TIDAK ADA PERBEDAAN PADA KUALITAS HUBUNGAN PEMIMPIN-BAWAHAN?

2018 ◽  
Vol 10 (1) ◽  
pp. 61
Author(s):  
Kabul Wahyu Utomo
Keyword(s):  
Survey Method ◽  
Hierarchical Regression ◽  
Leader Member Exchange ◽  
Political Skills ◽  
Two Cities ◽  
Member Exchange ◽  
Negative Effect ◽  
Demographic Similarity ◽  
The Relationship

<em>This study tries to focus on testing about political skills as moderating variable to the relationship between demographic similarity especially ethnic and the quality of leader-member exchange. This study used the survey method and using by questionnaires. From the questionnaire spread as many as 500, the number of questionnaire can be processed are 364 (the respond rate 72,8 % ). The research is done in four institutions in two cities in Jakarta and Yogyakarta. Variables in this study were variable independent used of similarity ethnic between leaders and subordinate. Their dependent variable is the quality of leader-member exchange. Next, the relationship between the two the variable is moderated by political skill as moderating variable. The analysis was conducted using regression analysis and the hierarchical regression. The outcome of this study suggests that there is a positive correlation between the demographic similarity of superior-subordinate specialty ethnicity and the quality of leader-member exchange. Then, the interesting thing about the research is correlation between the demographic similarity of superior-subordinate specialty ethnicity and the leader-member exchange moderated by political skills. But there is an interesting one, that is the connection between a demographic similarity (ethic) and the leader-member exchange moderated by the political skills has negative effect. Furthermore, discussion, the implications and many recommendation of this study are discussed in this study.</em>

Leader-member exchange and innovative work behavior

2019 ◽  
Vol 22 (1) ◽  
pp. 105-124 ◽  
Author(s):  
Bilal Bin Saeed ◽  
Bilal Afsar ◽  
Sadia Cheema ◽  
Farheen Javed
Keyword(s):  
Creative Process ◽  
Domain Knowledge ◽  
Positive Relationship ◽  
Work Behavior ◽  
Leader Member Exchange ◽  
Content Type ◽  
Innovative Work Behavior ◽  
Self Evaluation ◽  
Member Exchange ◽  
Innovative Work

PurposeThe purpose of this paper is to examine how leader–member exchange relates to subordinate’s innovative work behavior through core self-evaluation (CSE), domain knowledge and creative process engagement. On the basis of an interactional approach, this study hypothesized that there is an interaction between leader–member exchange, CSE and domain knowledge that affects innovative work behavior, such that leader–member exchange has the strongest positive relationship with innovative work behavior when subordinates have high levels of CSE and domain knowledge; and creative process engagement mediates the effect that this three-way interaction between leader–member exchange, CSE and domain knowledge has on innovative work behavior.Design/methodology/approachData were collected from 323 employees and their immediate supervisors (121) from automotive industry. First, subordinates completed measures of their leader–member exchange, CSE and domain knowledge. Then, the supervisors of these employees assessed their subordinates’ innovative work behavior.FindingsThe results showed that leader–member exchange, CSE and domain knowledge interacted to affect employee innovative work behavior in such a way that when CSE and domain knowledge were both high, leader–member exchange had the strongest positive relationship with innovative work behavior and creative process engagement mediated this relationship.Originality/valueThis study is the first of its kind to empirically examine the interactional perspective of leader–member exchange on innovative work behavior through domain knowledge, CSE and creative process engagement. Theoretical and practical implications and future area of research are discussed at the end.

Cognitive leader–member exchange differences between supervisors and subordinates

2019 ◽  
Vol 68 (4) ◽  
pp. 817-837
Author(s):  
Yan Shen
Keyword(s):  
Social Exchange ◽  
Positive Relationship ◽  
Moderating Effect ◽  
Equation Modeling ◽  
Leader Member Exchange ◽  
Moderating Effects ◽  
Content Type ◽  
Paired Samples ◽  
Member Exchange ◽  
The Relationship

PurposeThe purpose of this paper is to reveal the influence of organizational identification (OI) on organizational citizenship behavior (OCB) directed toward organization (OCB-O) and OCB directed toward individuals (OCB-I), and explore the moderating effects of turnover intention (TI) and the differences of the moderating effects of supervisors’ ratings of leader–member exchange quality (LMX-L) and subordinates’ ratings of LMX quality (LMX-S) in the process.Design/methodology/approachBased on social exchange theory, this study took administrative staff of private small and medium enterprises in China as population. A paired-samples design was used, and 437 valid paired samples were collected finally. Data analyses were conducted by using structural equation modeling.FindingsOI indicated a positive influence on both OCB-O and OCB-I. TI showed a negative moderating effect on the positive relationship between OI and OCB-I, but no significant moderating effect on the positive relationship between OI and OCB-O. LMX-L and LMX-S were not in one same direction and showed different moderating levels. LMX-L had no significant effects on the relationship between OI and OCB-O, nor did on the relationship between OI and OCB-I. On the other hand, LMX-S strengthened both the positive relationship between OI and OCB-O, and the positive relationship between OI and OCB-I.Originality/valueThis study explored the relationships from social exchange perspective, found that OCB-O and OCB-I had different formation mechanisms and should be explored as distinct variables, and confirmed that it was necessary to use the paired-samples design when studying dyadic phenomena.

scholarly journals Antecedents and consequences of employee engagement in the SMEs of crafts

2020 ◽  
Vol 9 (7) ◽  
pp. 23-31
Author(s):  
Dyah Sugandini ◽  
Dyah Sugandini ◽  
Purbudi Wahyuni
Keyword(s):  
Job Satisfaction ◽  
Employee Engagement ◽  
Structural Equation ◽  
Positive Relationship ◽  
Leader Member Exchange ◽  
Mediating Role ◽  
Member Exchange ◽  
Antecedents And Consequences ◽  
Data Collection Technique

The research aims to analyze the mediating role of employee engagement between job satisfaction and reward as the antecedents, the connection between employee engagement and Leader-Member Exchange, and commitment as the consequences. Meanwhile, this primary study's purpose is to determine whether (and how) employee engagement and antecedents influence Leader-Member Exchange and Organizational Commitment. The population of wooden batik craft centers in Bantul regency is 57 centers and in Gunung Kidul regency is 20 centers. A census did sampling with 292 crafters consisting of 148 crafters in Bantul regency and 144 crafters in Gunung Kidul regency. The data collection technique used in this research was to use a questionnaire. This research uses the AMOS Structural Equation Modelling technique. The results confirm that job satisfaction, reward, employee engagement, Leader-Member Exchange, and Commitment are interrelated. Job satisfaction and reward had a positive relationship with employee engagement. Furthermore, employee engagement mediated the connection between Leader-Member Exchange and Commitment, and Leader-Member Exchange had a positive relationship with commitment

Why group size makes a difference for leader–member exchange quality

2020 ◽  
Vol 48 (12) ◽  
pp. 1-10
Author(s):  
Hu Li ◽  
Shiqi Huang ◽  
Li Liu
Keyword(s):  
Task Performance ◽  
Group Size ◽  
Social Exchange ◽  
Positive Relationship ◽  
Group Structure ◽  
Leader Member Exchange ◽  
Bank Branches ◽  
Structure Factors ◽  
Member Exchange ◽  
And Task

Previous studies have shown the positive effect of high-quality leader–member exchange (LMX) on members' task performance, but further research is needed to establish if this effect varies according to boundary conditions. In this study we examined the effect of group size on the LMX process by constructing a framework integrating social exchange and social comparison theories. We predicted that decreasing group size would enhance the relationship between LMX and members' task performance. Specifically, we anticipated that the positive relationship between LMX and task performance would be strongest for members working in small groups with high LMX differentiation. By analyzing data collected from 368 supervisor–subordinate dyads employed at 39 bank branches in southeast China, we found that the positive relationship between LMX and task performance was stronger for employees working in smaller groups than for those working in large groups. However, the three-way interaction term was not significant. The findings enhance understanding of the role played by group structure factors in the process of how LMX influences members' task performance.

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