Personality traits and work engagement: does team member exchange make a difference?

2018 ◽  
Vol 24 (3) ◽  
pp. 239 ◽  
Author(s):  
Mian M. Ajmal ◽  
Khalifa I. Al Hosani ◽  
Hossam M. Abu Elanain
Keyword(s):  
Personality Traits ◽  
Work Engagement ◽  
Team Member ◽  
Team Member Exchange ◽  
Member Exchange

Work Engagement of Nurses in Private Hospitals

2016 ◽  
Vol 18 (4) ◽  
pp. 555-568 ◽  
Author(s):  
Prasanjit Dasgupta
Keyword(s):  
Work Engagement ◽  
Organizational Support ◽  
Team Member ◽  
Health Workers ◽  
Role Stress ◽  
Nursing Role ◽  
Workplace Friendship ◽  
Team Member Exchange ◽  
Member Exchange ◽  
The Relationship

This study examined the impact of organizational, personal, team, job demand factors and mediating effects of team and affective commitments on nurses’ work engagement. Health workers’ work engagement has positive effect on patient satisfaction; nurses constitute a major group among health workers. To find reliability of the instruments pilot study was conducted in three hospitals of Kolkata (India) in which 175 nurses participated. In the main study, 504 nurses from five hospitals in Kolkata participated. Correlation, regression analysis and Sobel test was used to find out the relationships. Perceived organizational support, leader–member exchange, team–member exchange, workplace friendship, all relate positively to work engagement. Nursing role stress negatively relates to work engagement. Team commitment positively mediates the relationship between leader–member exchange, team member exchange and workplace friendship with work engagement. Affective commitment positively mediates the relationship between perceived organizational support and core self-evaluation with work engagement and negatively mediates the relationship between nursing role stress and work engagement. Result of the study shall be helpful for health care managers to devise appropriate strategies for enhancement of work engagement of nurses.

Team–Member Exchange and Work Engagement: Does Personality Make a Difference?

2012 ◽  
Vol 28 (1) ◽  
pp. 63-77 ◽  
Author(s):  
Fang-Yi Liao ◽  
Liu-Qin Yang ◽  
Mo Wang ◽  
Damon Drown ◽  
Junqi Shi
Keyword(s):  
Work Engagement ◽  
Team Member ◽  
Team Member Exchange ◽  
Member Exchange

The influence of dispositions and shared leadership on team–member exchange

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Rebecca S. Lau ◽  
Gordon W. Cheung ◽  
Helena D. Cooper–Thomas
Keyword(s):  
Work Engagement ◽  
Shared Leadership ◽  
Team Member ◽  
Negative Effects ◽  
Content Type ◽  
Individual Level ◽  
Positive Effects ◽  
Propensity To Trust ◽  
Team Member Exchange ◽  
Member Exchange

PurposeThis study aims to examine two individual dispositions, propensity to trust and reciprocation wariness, as antecedents of team–member exchange (TMX) and how shared leadership moderates these relationships. It also investigates work engagement as a consequence of TMX.Design/methodology/approachData were collected from 175 employees in 42 teams; a multilevel random slope model was used to test the moderating effect of shared leadership at the team level and across levels.FindingsShared leadership provides a boundary condition for the relationships from propensity to trust and reciprocation wariness to work engagement through TMX. At the individual level, the positive effects of propensity to trust and negative effects of reciprocation wariness on TMX, and their indirect effects on work engagement through TMX, were weaker at higher shared leadership. At the team level, the positive relationship between propensity to trust and TMX was unconditional on shared leadership, whereas the relationship between reciprocation wariness and TMX was moderated by shared leadership. At the team level, shared leadership had positive effects on TMX and work engagement.Practical implicationsManagers can adopt shared leadership to encourage social exchanges among team members to enhance TMX and work engagement.Originality/valueThe study extends the TMX research by investigating dispositions as antecedents and work engagement as a consequence at both individual and team levels. It also identifies the moderating role played by team-level shared leadership, which provides a strong situation supporting reciprocal interactions.

Mastery-approach doelen en zelfeffectiviteit als voorspellers van burnout en werkbevlogenheid: de adaptieve rol van het vormen van uitwisselingsrelaties met collega’s

2014 ◽  
Vol 27 (2) ◽  
Author(s):  
P. Marijn Poortvliet ◽  
Jeroen Perdeck
Keyword(s):  
Work Engagement ◽  
Self Efficacy ◽  
Team Member ◽  
Work Motivation ◽  
Team Member Exchange ◽  
Member Exchange ◽  
Approach Goals ◽  
Adaptive Role ◽  
Mastery Approach

Mastery-approach goals and self-efficacy as predictors of burnout and work engagement: The adaptive role of team-member exchange quality Mastery-approach goals and self-efficacy as predictors of burnout and work engagement: The adaptive role of team-member exchange quality How is work motivation related to the experience of job-related well being? In the present article we investigated this question by looking at the joint relationship of mastery-approach goals and self-efficacy with burnout and work engagement. The results of a cross-sectional investigation among 361 employees in healthcare, ICT services, and other sectors largely confirm our expectation that the relationship between mastery-approach goals and burnout are more strongly negative when levels of experienced self-efficacy were low. Furthermore, when self-efficacy was relatively low, mastery-approach goals and work engagement had a more positive relationship. This joint relation between mastery-approach goals and self-efficacy could be partially explained by the observation that workers with relatively strong mastery-approach goals and high levels of self-efficacy reported to have high-quality exchange relationships with their colleagues. Altogether, these results point at the importance of setting mastery-approach goals in social work settings, especially when experienced levels of self-efficacy are low, because those goals are negatively connected with feelings of burnout and positively with experiencing work engagement.

The Role of Team–Member Exchange in Proactive Personality and Employees’ Proactive Behaviors: The Moderating Effect of Transformational Leadership

2021 ◽  
pp. 154805182110348
Author(s):  
Fong-Yi Lai ◽  
Cheng-Chen Lin ◽  
Szu-Chi Lu ◽  
Hsiao-Ling Chen
Keyword(s):  
Transformational Leadership ◽  
Team Member ◽  
Proactive Personality ◽  
Moderating Effect ◽  
Future Research ◽  
Proactive Behavior ◽  
Team Member Exchange ◽  
Member Exchange ◽  
Proactive Behaviors

This study conceptualizes team–member exchange as a mediator and transformational leadership as a moderator to understand the role of proactive personality in two types of proactive behaviors (affiliative and challenging). Considering the issue of common method variance, data were collected following a multitemporal and multisource research design, and the hypotheses were tested on a sample of 210 participants. The results showed that after controlling leader–member exchange, team–member exchange mediated the relationship between proactive personality and employees’ proactive behaviors. In addition, transformational leadership strengthened the positive relationship between the team–member exchange and challenging proactive behavior. Moreover, transformational leadership had a stronger moderating effect on challenging proactive behavior than affiliative proactive behavior. Strengths, limitations, practical implications, and directions for future research are discussed.

Supportive leadership and job performance: Contributions of supportive climate, team-member exchange (TMX), and group-mean TMX

2021 ◽  
Vol 134 ◽  
pp. 661-674
Author(s):  
Kyoung Yong Kim ◽  
Leanne Atwater ◽  
Phillip Jolly ◽  
Ijeoma Ugwuanyi ◽  
Kibok Baik ◽  
...  
Keyword(s):  
Job Performance ◽  
Team Member ◽  
Supportive Leadership ◽  
Team Member Exchange ◽  
Member Exchange
Sign in / Sign up

Export Citation Format

Share Document