scholarly journals The Interdependence of Leader-Member Exchange Relation and the Leadership Style: Research in Serbian Organisations

2016 ◽  
Vol 54 (3) ◽  
pp. 363-383
Author(s):  
Vesna Stojanović Aleksić ◽  
Milena Stanisavljević ◽  
Aleksandra Bošković
Keyword(s):  
Leadership Style ◽  
Interpersonal Relations ◽  
Theory And Practice ◽  
Survey Method ◽  
Leader Member Exchange ◽  
High Quality ◽  
Active Involvement ◽  
Member Exchange ◽  
The Republic

AbstractThe interdependence of leader behaviour, leadership styles and interpersonal relations with followers suggests a need to investigate various aspects of leadership from the perspective of a follower, which is the main subject of the paper. The study aims to determine the quality of leader-member exchange (LMX) in order to reach a conclusion on whether the perception of followers on the quality of LMX affects the leadership style and which style is the most commonly used. The empirical research was conducted in 2015, in the Republic of Serbia, on a sample of 100 respondents, employees in 12 organisations, using the survey method. The results show there is the highest positive correlation between high quality LMX and participatory leadership style. In the opinion of the followers, achievement-oriented style is the most common, regardless of the fact that there are high quality LMX in the majority of companies in the sample. The importance of research is in highlighting the role of followers in the process of organisational leadership, as active and equal participants. Practical contribution is reflected in giving guidance for leaders for more active involvement of followers in the decision making process and adapting leadership style to specific traits of followers and the situational circumstances. Studies of this type are not often in the local organisational theory and practice.

scholarly journals The Effect of Leaders’ Adoption of Task-Oriented or Relationship-Oriented Leadership Style on Leader-Member Exchange (LMX), In the Organizations That Are Active In Service Sector: A Research on Tourism Agencies

2018 ◽  
Vol 7 (1) ◽  
pp. 50 ◽  
Author(s):  
Nilufer Ruzgar
Keyword(s):  
Human Resources ◽  
Leadership Style ◽  
Service Sector ◽  
Considerable Effect ◽  
Survey Method ◽  
Leader Member Exchange ◽  
Face To Face ◽  
Member Exchange ◽  
Group Members ◽  
Task Oriented

It is essential in all organizations to provide integration of human resources and the organization, in terms of organizational effectiveness. In organizations that are active in service sector, this integration is especially important because of the fact that the employees are in face-to-face relationship with the customers. In this sense, the extent of responsibility on managers/leaders, is really important. Managers/leaders in organizations can adopt a leadership style and behave as “Task (Work) Oriented” or “Employee (Relationship) Oriented”. The style that is adopted by the leader, has a considerable effect on their relationship with employees.Leader-member Exchange Theory (LMX) is the leading theory that scrutinizes endogeneity and exogeneity. LMX, codes human resources as inner-group and outer-group in the context of leader-member exchange. The leadership styles that are adopted by the managers, have great impact on the exchange among leaders and subordinates. Thus, the subordinates perceive their situation either inner-group members or outer-group members.The purpose of this study, is to find out the effect of the leadership style that is adopted by the managers on Leader-Member Exchange (LMX). In this context, a survey method is applied to the tourism agencies that are active in Yalova, Turkey. The survey consists Fiedler’s LPC (least preferred co-worker) measure, Leader-member Exchange measure and demographical questions. According to the results, there is no statistically significant effect of Task Oriented leadership style on Self Oriented dimension of LMX. On the other hand, it has been found that there is statistically significant effect of Relationship Oriented Leadership Style on Self Oriented dimension of LMX.

Employee Exit, Voice, Loyalty, and Neglect in Response to Dissatisfying Organizational Situations: It Depends on Supervisory Relationship Quality

2016 ◽  
Vol 57 (1) ◽  
pp. 30-51 ◽  
Author(s):  
Jaesub Lee ◽  
Amy L. Varon
Keyword(s):  
Relationship Quality ◽  
Strategic Communication ◽  
Response Strategy ◽  
Leader Member Exchange ◽  
Supervisory Relationship ◽  
High Quality ◽  
Member Exchange ◽  
And Gender ◽  
Complex Relationships

This study examined, via a field experiment, the extent to which the quality of leader-member exchange (LMX) and gender affect employees’ enactment of exit, voice, loyalty, and neglect (EVLN) strategies in response to the dissatisfying situation of injustice in the workplace. Findings showed that, when faced with a dissatisfying situation, employees in high-quality LMXs are less likely to engage in exit and neglect behaviors, but more likely to practice loyalty behaviors than their peers in low-quality LMXs. Voice behaviors, the most preferred response strategy, appear to have much more complex relationships with LMX quality than other strategic communication responses. No gender difference was detected. Furthermore, gender did not moderate the way that the quality of LMX influences the use of EVLN strategies.

scholarly journals Envious bosses: how leader envy mediates the relationship between subordinate power and leader-member exchange

2021 ◽  
Author(s):  
Daniel J. Quintal-Curcic
Keyword(s):  
Leadership Role ◽  
Leader Member Exchange ◽  
High Quality ◽  
Global Power ◽  
Member Exchange ◽  
Time Lagged ◽  
The Relationship

Due to the nature of the leadership role, leaders are often assumed to have more power than their subordinates. However, the concept of power is multifaceted, and subordinates may possess power based on their likeability, knowledge, or influence in the organization. This research examines the effect of subordinate power on leader-follower relationships. Specifically, I focus on leaders’ perception of subordinate power, how these perceptions affect the quality of the relationship they develop with subordinates, and propose that envy may act as a mediator. The results of a time-lagged study of 140 leaders suggest that when leaders perceive their subordinates have power, they are more likely to engage in a high-quality relationship. Further, envy mediates the relationship between power andrelationship quality, but only when subordinates are perceived to have referent or global power. The results are discussed in terms of the implications for both leaders and subordinates

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>

Hierarchical power and personality in leader-member exchange

2016 ◽  
Vol 31 (7) ◽  
pp. 1198-1213 ◽  
Author(s):  
David J. Yoon ◽  
Joyce E. Bono
Keyword(s):  
Leadership Development ◽  
Development Program ◽  
Leader Member Exchange ◽  
High Quality ◽  
Content Type ◽  
Supervisory Relationships ◽  
Relationship Partners ◽  
Member Exchange

Purpose The purpose of this paper is to examine the role of supervisor and subordinate personality in high quality supervisor-subordinate (leader-member exchange; LMX) relationships. Design/methodology/approach In this field study, 142 supervisors drawn from a leadership development program, and 509 of their subordinates, completed a personality survey and reported on the quality of their relationships. Findings Self and partner personality (agreeableness and extraversion), and the match between them were predictors of LMX. Consistent with approach/inhibition theory of power, personality traits of relationship partners had a stronger effect when the partner held a position of power (i.e. supervisors) than when the partner was a subordinate. Practical implications The results inform organizational selection by showing the importance of supervisory traits for the formation of high quality supervisor-subordinate relationships. They may also help organizations facilitate the development of high quality supervisory relationships. The findings also suggest that it is critical to consider the balance of power when assessing LMX, along with factors that lead to its development, or benefits that ensue from it. Originality/value To date, there is an assumption that certain traits predict the development of high quality relationships between supervisors and subordinates. The results point out the importance of considering the role of power in LMX relationships. The paper shows that the effects of supervisory traits, which are rarely examined in the context of LMX relationships, more strongly predict LMX than do the traits of subordinates.

How Does Leader-Member Exchange Disparity Affect Teamwork Behavior and Effectiveness in Work Groups? The Moderating Role of Leader-Leader Exchange

2014 ◽  
Vol 43 (5) ◽  
pp. 1498-1523 ◽  
Author(s):  
Andrew O. Herdman ◽  
Jaewan Yang ◽  
Jeffrey B. Arthur
Keyword(s):  
Relative Deprivation ◽  
Work Groups ◽  
Theory And Practice ◽  
Leader Member Exchange ◽  
Moderated Mediation Model ◽  
Member Exchange ◽  
Group Members ◽  
Using Data

In this study, we propose that the upward leader-leader exchange (LLX) relationship is an important moderating condition in predicting the consequences of leader-member exchange (LMX) differentiation within work groups. We assert that the structural and operating efficiencies created by LMX differentiation will depend on group members’ appraisal of the legitimacy of the within-group LMX disparity. Drawing on relative deprivation theory, we argue that the level of perceived legitimacy of LMX differentiation varies with levels of LLX. Using data collected from 579 subordinates and 74 managers in 74 work groups over two time periods, we propose and test hypotheses that the quality of a leader’s LLX relationship will moderate the mediated relationship between LMX differentiation, group-level teamwork, and team effectiveness. We find support for our moderated-mediation model and suggest implications for theory and practice.

scholarly journals Envious bosses: how leader envy mediates the relationship between subordinate power and leader-member exchange

2021 ◽  
Author(s):  
Daniel J. Quintal-Curcic
Keyword(s):  
Leadership Role ◽  
Leader Member Exchange ◽  
High Quality ◽  
Global Power ◽  
Member Exchange ◽  
Time Lagged ◽  
The Relationship

Due to the nature of the leadership role, leaders are often assumed to have more power than their subordinates. However, the concept of power is multifaceted, and subordinates may possess power based on their likeability, knowledge, or influence in the organization. This research examines the effect of subordinate power on leader-follower relationships. Specifically, I focus on leaders’ perception of subordinate power, how these perceptions affect the quality of the relationship they develop with subordinates, and propose that envy may act as a mediator. The results of a time-lagged study of 140 leaders suggest that when leaders perceive their subordinates have power, they are more likely to engage in a high-quality relationship. Further, envy mediates the relationship between power andrelationship quality, but only when subordinates are perceived to have referent or global power. The results are discussed in terms of the implications for both leaders and subordinates

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.

Estimates on poverty in Russia and the additional measures to reduce it at the regional level

2020 ◽  
Vol 18 (4) ◽  
pp. 739-752 ◽  
Author(s):  
R.M. Sadykov
Keyword(s):  
Poverty Rate ◽  
Regional Level ◽  
Living Standards ◽  
Standard Of Living ◽  
High Quality ◽  
Social Standard ◽  
Republic Of Bashkortostan ◽  
The Republic ◽  
Sociological Studies

Subject. This article deals with the issues of social justice and a high quality of life, creating favorable economic and social conditions. Objectives. The article aims to assess the rate and changes in poverty in Russia and the Republic of Bashkortostan and develop complementary measures to reduce it. Methods. For the study, I used the methods of logical, comparative, economic and statistical analyses, the results of sociological studies, and official statistics. Results. The article highlights additional measures to reduce poverty in the region, including the establishment of a minimum social standard of living in each particular region that determines the poverty rate. Conclusions. Various factors, such as economic sanctions, economic slowdowns, territorial and regional imbalances, lead to living standards decline and poverty rise.

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.

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