LMX Differentiation and Voice Behavior: A Resource-Conservation Framework

2020 ◽  
Vol 27 (3) ◽  
pp. 307-322
Author(s):  
Yanan Dong ◽  
Jing Jiang ◽  
Yan Rong ◽  
Baiyin Yang
Keyword(s):  
Structural Equation ◽  
Multilevel Structural Equation Modeling ◽  
Equation Modeling ◽  
Coercive Power ◽  
Conservation Of Resources ◽  
Voice Behavior ◽  
Resource Investment ◽  
Moderated Mediation Model ◽  
Trust In Leaders ◽  
The Relationship

The purpose of this article is to investigate how and when leader–member exchange (LMX) differentiation influences employees’ voice behavior by examining trust as a psychological process and two types of leader power as opposite moderators. Based on a sample of 61 teams from an energy corporation in China, we tested a moderated mediation model using multilevel structural equation modeling. The results show that LMX differentiation is negatively related to employees’ trust in leaders and, in turn, reduces employees’ voice behavior. Moreover, leader reward power negatively moderates the influence of LMX differentiation on employees’ trust in leaders such that the relationship is stronger when leader reward power is low but not significant when leader reward power is high. Leader coercive power positively moderates the relationship such that it is stronger when leader coercive power is high but not significant when leader coercive power is low. Furthermore, these two types of power moderate the indirect relationship between LMX differentiation and employees’ voice via their trust in leaders. This study is the first to unpack the mechanism that links LMX differentiation and voice behavior and the conditions under which LMX differentiation can exert influence. This study delineates a resource-based process with conservation of resources theory through which employees appraise the social stressor (LMX differentiation), perceive the value of future resource investment (trust), strategically respond to resource signals (leader power), and finally make resource investment decisions (voice behavior).

Does Sincere Social Interaction Stimulate Tourist Immersion? A Conservation of Resources Perspective

2022 ◽  
pp. 004728752110675
Author(s):  
ZiMing Jiang ◽  
HongWei Tu
Keyword(s):  
Structural Equation Modeling ◽  
Social Interaction ◽  
Structural Equation ◽  
Online Survey ◽  
Equation Modeling ◽  
Conservation Of Resources ◽  
Mediation Model ◽  
Moderated Mediation Model ◽  
Emotional Solidarity ◽  
The Relationship

Drawing on conservation of resources (COR) theory, this study examines how and when sincere social interaction affects tourist immersion at the destination. We develop a moderated mediation model in which emotional solidarity mediates the relationship between sincere social interaction and tourist immersion, while extraversion moderates the link between sincere social interaction and emotional solidarity. Data were collected from 391 tourists via an online survey and were analyzed using partial least squares structural equation modeling (PLS-SEM). The findings indicate that sincere social interaction directly influences tourist immersion, and this relationship is mediated by emotional solidarity. Furthermore, extraversion significantly moderates the effects of sincere social interaction on emotional solidarity, and this effect is stronger for tourists with high extraversion scores. Additionally, extraversion strengthens the indirect link between sincere social interaction and tourist immersion, and again, the link is stronger for highly extraverted tourists.

scholarly journals Leadership and Team Values Shape Employee Engagement: Test of a Multilevel Moderated Mediation Model

2018 ◽  
Vol 13 (4) ◽  
pp. 23
Author(s):  
Masaki Matsunaga
Keyword(s):  
Employee Engagement ◽  
Structural Equation ◽  
Power Distance ◽  
Value Orientations ◽  
Multilevel Structural Equation Modeling ◽  
Employee Voice ◽  
Equation Modeling ◽  
Voice Behavior ◽  
Moderated Mediation Model ◽  
The Impact

The current research scrutinized how a leader’s communication and team value orientations interactively relate to employee engagement. The proposed model hypothesized that the impact of leadership on engagement would be mediated by followers’ trust toward a leader and this leadership-trust-engagement linkage would be moderated by team power distance and collectivism; in addition, employee voice behavior was examined as a behavioral manifestation of engagement. The results of multilevel structural equation modeling analyses with the data collected at a large electronics company in Japan (n = 638 members and 68 team leaders) revealed that transformational leadership was positively associated with employee trust and engagement when team power distance and collectivism were high, but not when those team values were low. Transactional leadership had negative effects on trust and engagement, regardless of team values. Finally, engagement was strongly positively associated with employee voice behavior. Theoretical and practical implications of these findings are discussed.

scholarly journals The effects of leader's perception of interactional justice on member's affective organizational commitment

2013 ◽  
Vol 26 (2) ◽  
pp. 297-315
Author(s):  
WonKyung Oh ◽  
MinSoo Kim ◽  
KeonKang Son ◽  
KyungSik Sin
Keyword(s):  
Organizational Commitment ◽  
Structural Equation ◽  
Interactional Justice ◽  
Multilevel Structural Equation Modeling ◽  
Equation Modeling ◽  
Affective Organizational Commitment ◽  
Justice Perception ◽  
And Behavior ◽  
Multilevel Structural Equation ◽  
The Relationship

The previous justice literatures have studied that member's justice perception influenced member’s attitude and behavior. Since the study of Tepper & Taylor(2003), the recent literature emphasize the necessity of considering trickle-down effect that focus on justice perception flows from leader to member and eventuates influence employee attitude. Therefore, We hypothesized that member' interactional justice perception will be influenced by leader' interactional justice perception in organization. To test multilevel analysis, we collected the survey data from 240 leader and 5626 members and analyzed Multilevel Structural Equation Modeling using Mplus 5. In result, We found that member’ interactional justice increases affective organizational commitment and mediate the relationship between leader' interactional justice and affective organizational commitment.

scholarly journals Job Insecurity and the Willingness to Undertake Training: The Moderating Role of Perceived Employability

2018 ◽  
Vol 46 (4) ◽  
pp. 395-409 ◽  
Author(s):  
Anahí Van Hootegem ◽  
Hans De Witte ◽  
Nele De Cuyper ◽  
Tinne Vander Elst
Keyword(s):  
Labor Market ◽  
Structural Equation ◽  
Job Insecurity ◽  
Equation Modeling ◽  
Conservation Of Resources ◽  
Willingness To Participate ◽  
Market Position ◽  
Perceived Employability ◽  
The Relationship

This study investigates the relationship between job insecurity and the willingness to undertake training, accounting for perceived employability. Drawing on conservation of resources theory, we hypothesize that job insecurity negatively relates to the willingness to participate in training to strengthen the internal and external labor market position and that perceived employability has a buffering effect on this relationship. The hypotheses were tested among 560 Belgian employees using structural equation modeling. The results did not provide support for the relationship between job insecurity and the willingness to undertake training to strengthen the position inside the organization. We did, contrary to expectations, find a significant positive relationship with the willingness to undertake training to strengthen the position outside the organization. Furthermore, the relationship between job insecurity and the willingness to undertake training to strengthen the external labor market position was weaker with increasing levels of perceived employability.

scholarly journals Forgiveness and attribution: when abusive supervision enhances performance

2020 ◽  
Vol 35 (7/8) ◽  
pp. 575-587
Author(s):  
Jun Yang ◽  
Yonghong Liu ◽  
Madelynn Stackhouse ◽  
Wei Wang
Keyword(s):  
Structural Equation ◽  
Employee Performance ◽  
Abusive Supervision ◽  
Multilevel Structural Equation Modeling ◽  
Equation Modeling ◽  
Content Type ◽  
Dispositional Forgiveness ◽  
Moderated Mediation Model ◽  
Workplace Mistreatment ◽  
And Performance

PurposeWhile much research shows that abusive supervision reduces employee performance, the purpose of this study is to reverse the lens to question how and under what circumstances abusive supervision leads to enhanced employee performance. The authors argue that the linkages between abusive supervision and employee performance occurs via performance-promotion attributions and that employee levels of dispositional forgiveness alter the relationship between abusive supervision and employee interpretations of abuse, such that more forgiving individuals interpret abuse as more benign behavior designed to help them perform better (i.e. are performance promoting).Design/methodology/approachIn a three-wave field survey of 318 employees matched with 89 supervisors, employees completed measures of dispositional forgiveness (Time 1) abusive supervision (Time 1), and performance-promotion attributions of abusive supervision's motives (Time 2). Supervisors rated the job performance of their employees (Time 3). Multilevel structural equation modeling was employed to test a multilevel moderated mediation model.FindingsThe findings indicate abusive supervision predicts diminished employee performance only when employees are low in dispositional forgiveness, explained by lowered performance-promotion attributions for abusive supervision.Originality/valueThis study is the first to explore the mechanism (i.e. attribution of abusive supervision's motives to be performance-promoting) and the condition (i.e. employee's high forgiveness) under which abusive supervision may be performance enhancing. It extends the research of abusive supervision on employees' constructive reactions, as well as the effect of dispositional forgiveness on how it reframes employees' attributions of workplace mistreatment.

scholarly journals Narcissistic Leadership and Workplace Deviance: A Moderated Mediation Model of Organizational Aggression and Workplace Hostility

Organizacija ◽  
2021 ◽  
Vol 54 (4) ◽  
pp. 334-349
Author(s):  
Hussein Hurajah Alhasnawi ◽  
Ali Abdulhassan Abbas
Keyword(s):  
Structural Equation ◽  
Moderated Mediation ◽  
Workplace Deviance ◽  
Equation Modeling ◽  
Survey Method ◽  
Mediation Model ◽  
Moderated Mediation Model ◽  
The Impact ◽  
The Relationship ◽  
Workplace Hostility

Abstract Background: Workplace Deviance are among the most common phenomena observed in organizations. This might be attributed to narcissistic style of leadership and the manifestations of organizational aggression. It is further aggravated by increased workplace hostility. The main purpose of this research is to observe the impact of moderated mediation of organizational aggression and workplace hostility upon the relationship between narcissistic leadership and workplace deviance. Methodology: A cross-sectional investigation was conducted using self-survey method. With 673 participants in the study, the author used an electronic questionnaire (Google Forms) to collect data from employees working at five food product companies in Iraq. Mediation model, moderation analysis, and moderated mediation models were evaluated using Structural Equation Modeling (SEM) for which AMOS V.23 software was used. Results inferred that organizational aggression partially mediates a positive relationship between narcissistic leadership and workplace deviance. Further, the relationship between organizational aggression and workplace deviance depends on the changes in level of workplace hostility. Moreover, the study empirically supports the fundamentals of moderated mediation model. In other terms, the study infers that indirect effect of narcissistic leadership in workplace deviance through organizational aggression has been significantly moderated by workplace hostility. Conclusion: When leaders adopt narcissistic behaviors to achieve their personal interests, it leads to increased organizational aggression and workplace deviance that eventually increase the levels of workplace hostility. Accordingly, moderated mediation model provides a better understanding about how narcissistic leadership, organizational aggression, and workplace hostility all work together to influence workplace deviance.

How GHRM is related to green creativity? A moderated mediation model of green transformational leadership and green perceived organizational support

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Zahid Hameed ◽  
Rana Muhammad Naeem ◽  
Marria Hassan ◽  
Muhammad Naeem ◽  
Muhammad Nazim ◽  
...  
Keyword(s):  
Transformational Leadership ◽  
Organizational Support ◽  
Structural Equation ◽  
Perceived Organizational Support ◽  
Equation Modeling ◽  
Content Type ◽  
Mediating Role ◽  
Moderated Mediation Model ◽  
Green Human Resource Management ◽  
The Relationship

PurposeThis study aims to examine the relationship between green human resource management (GHRM) practices and green transformational leadership toward inducing employees' green creativity. Specifically, drawing upon the ability, motivation and opportunity theory, the authors tested how green perceived organizational support (green POS) mediates the link between GHRM practices and employees' green creativity. Furthermore, based on the firm's resource-based view, the authors examine the moderating role of green transformational leadership on the relationship between GHRM practice and green POS.Design/methodology/approachUsing a survey questionnaire, this research was conducted with a multi-source sample of 201 supervisors and their 428 subordinates from organizations working in grocery, food and personal care products in Pakistan.FindingsThe findings of structural equation modeling revealed that green POS plays a mediating role between GHRM and employees' green creativity. The study findings also highlighted that green transformational leadership moderates the positive relationship between GHRM practices and green POS.Practical implicationsOrganizations need to implement GHRM practices to achieve environmental performance. Individuals are likely to recognize themselves with organizations that are engaged in green practices, and therefore, organizations can get benefits from implementing GHRM practices.Originality/valueThis research explores green POS and green transformational leadership as novel mechanisms through which GHRM practices influence employees' green creativity in organizations. In addition, the authors empirically examined our theorized relationships in the South Asian context.

scholarly journals Promoting Individual and Organizational OCBs: The Mediating Role of Work Engagement

2020 ◽  
Vol 10 (9) ◽  
pp. 138
Author(s):  
Flavio Urbini ◽  
Antonio Chirumbolo ◽  
Antonino Callea
Keyword(s):  
Social Exchange ◽  
Work Engagement ◽  
Structural Equation ◽  
Equation Modeling ◽  
Conservation Of Resources ◽  
Work Related ◽  
Mediating Role ◽  
State Of Mind ◽  
Private And Public ◽  
The Relationship

In today’s dynamic organizational environment, employees with a tendency to display discretional behaviors beyond their prescribed formal job duties represent a plus. Underpinned by the theories of social exchange and conservation of resources, these behaviors can be influenced by their level of job satisfaction (JS), defined as the extent to which employees like their work, and work engagement (WE), defined as a positive work-related state of mind. The present study investigates the mediating mechanism of WE in the relationship between JS and organizational citizenship behaviors (OCBs), which refer to discretionary behaviors that could benefit an organization (OCBs-O) and/or its members (OCBs-I). The mediational hypothesis is examined using structural equation modeling (SEM) among 719 Italian private and public sector employees. The significance of total, direct, and indirect effects was tested via bootstrapping. The results showed that JS was positively related to WE, which, in turn, was positively related to both OCBs-I and OCBs-O. The SEM results supported the hypotheses: WE fully mediated the relationship between JS and OCBs-I, and it partially mediated the relationship between JS and OCBs-O. This study sheds new light on this mechanism. Consequently, it is useful for HRM policy. It also helps us to better understand how satisfied and engaged employees are willing to adopt positive organizational behaviors.

Impact of power on channel members’ behavior: evidence from India

2019 ◽  
Vol 34 (5) ◽  
pp. 931-947
Author(s):  
Sushant Kumar ◽  
Pradip H. Sadarangani
Keyword(s):  
Structural Equation ◽  
Affective Commitment ◽  
Equation Modeling ◽  
Channel Management ◽  
Coercive Power ◽  
Power Sources ◽  
Content Type ◽  
Referent Power ◽  
Environmental Munificence ◽  
The Relationship

Purpose Power is an important construct in retailing and channel literature. Power is studied in improving the performance of the firm, but less emphasis is given on the behavioral changes that lead to an improvement in performance. The purpose of this paper is to focus on the relationship between sources of power and channel members’ trust, affective commitment, agent dependence and environmental munificence individually. Also, the paper examines the interrelationship among coercive, expert, referent, legitimate and reward sources of power. Design/methodology/approach The study uses a structured questionnaire to collect data from 214 channel members from an Indian oil company. The study uses a covariance-based structural equation modeling (SEM) approach for establishing the interrelationship among sources of power. Also, the study uses partial least squares SEM approach for determining the relationship between power sources and channel members’ behavior. Findings The study establishes that the dichotomous nature of power, i.e. coercive and non-coercive power source exists independently in an emerging country context. Further, coercive power sources are negatively and non-coercive power sources are positively associated with trust. Also, coercive and reward power sources are positively associated with agent dependence, whereas expert, referent and legitimate power sources are positively related to affective commitment. Finally, referent power is found to be positively associated with environmental munificence. Practical implications The paper offers several managerial implications. For practitioners, the paper highlights that application of coercive and non-coercive power sources can bring the desired change in channel members’ behavior. Also, acknowledging the power position between channel leader and channel member can foster more efficient association. Originality/value The paper contributes to the literature on channel management by enhancing the understanding of sources of power and their influence on the behavior of channel members. First, the study examines the relationship between channel members’ behavior of trust, affective commitment, agent dependence and environmental munificence and five sources of power. Second, the study establishes the interrelationship among sources of power. Finally, the paper outlines the implications for managers for effective use of sources of power in channel management.

Towards a moderated mediation model of innovative work behaviour enhancement

2014 ◽  
Vol 27 (4) ◽  
pp. 642-659 ◽  
Author(s):  
Jol M. Stoffers ◽  
Beatrice I.J.M. Van der Heijden ◽  
Guy L.A. Notelaers
Keyword(s):  
Firm Performance ◽  
Structural Equation ◽  
Moderated Mediation ◽  
Equation Modeling ◽  
Mediation Model ◽  
Content Type ◽  
Moderated Mediation Model ◽  
Innovative Work ◽  
Innovative Work Behaviour ◽  
The Relationship

Purpose – The purpose of this paper is to investigate a moderated mediation model of innovative work behaviour enhancement. Perceived firm (organizational and market) performance was assumed to moderate the relationships between leader-member exchange (LMX) and organizational citizenship behaviour (OCB), on the one hand, and employability, on the other hand. In a preciously validated human resources management (HRM) model, employability appeared to be a full mediator in the relationship between LMX and OCB, and innovative work behaviour, being the outcome measure. Design/methodology/approach – Data were collected from a sample of 487 pairs of employees and their immediate supervisors working in 151 small and medium-sized enterprises (SMEs). Structural equation modeling (SEM) was used to confirm the factor structure of the baseline model variables, including LMX, OCB, employability, and innovative work behaviour. The moderating effect of firm performance was tested using multi-group SEM. Findings – Results indicated that firm performance had a substantial influence on the baseline model's relationships. More specifically, firm performance appeared to moderate partially a mediation model wherein LMX was assumed to be associated with innovative work behaviour, through employability, being the mediator. Moreover, firm performance also appeared to moderate conclusively a model with employability as a mediator in the relationship between OCB and innovative work behaviour. Originality/value – To the best of our knowledge, this is the very first study that investigates a mediation model of innovative work behaviour enhancement moderated by firm performance. It appears that high- vs low-performance firms present very different organizational environments for an employee to work in. Obviously, these situational factors affect workers’ employability. This study adds particular knowledge to the scholarly literature in this field since not much is known about the science and practice of HRM within SMEs.

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