Leader-Member Exchange and Job Performance: The Mediating Effect of Helping Behavior

2015 ◽  
Vol 29 (4) ◽  
pp. 55-86
Author(s):  
Sang-Ho Lee ◽  
LeeJongKeon ◽  
곽원준
Keyword(s):  
Job Performance ◽  
Helping Behavior ◽  
Mediating Effect ◽  
Leader Member Exchange ◽  
Member Exchange

scholarly journals TRANSFORMATIONAL LEADERSHIP, MEANING IN WORK, LEADER MEMBER EXCHANGE (LMX), JOB PERFORMANCE DAN WORK ENGAGEMENT

2017 ◽  
Vol 16 (2) ◽  
pp. 15
Author(s):  
Didik Joko Pitoyo ◽  
Hunik Sri Runing Sawitri
Keyword(s):  
Transformational Leadership ◽  
Job Performance ◽  
Work Engagement ◽  
Regression Coefficient ◽  
Linear Regression Analysis ◽  
Leader Member Exchange ◽  
Quantitative Research Methods ◽  
Meaning In Work ◽  
Mediating Variables ◽  
Member Exchange

<p><em>The purpose of this study was to analyze the influence of meaning in work as intervening variable relationship between transformational leadership and work engagement and analyze the effect of work engagement as pemediasi variable relationship between leader-member exchange and job performance. This study uses a quantitative research methods. While the sample used this study as many as 213 people in the PT Kusumaputra Santosa Karanganyar. The data analysis techniques using multiple linear regression analysis method path.</em></p><p><em>Results of this study are a) Transformational leadership significant effect on work engagement. b) Transformational leadership and meaning in work significant effect on work engagement. c) meaning in work can be a mediating variable and is expressed as a partial mediating variables (partial mediation). This is because, after entering the variable Meaning in Work, due to the influence of the variable Work Engagement Transformational Leadership which was significantly be remained significant after entering Meaning in Work variables into the regression equation model but declined regression coefficient. d) LMX significant effect on job performance. e) LMX and work engagement significant effect on job performance. f) Work engagement can be a mediating variable and is expressed as a partial mediating variables (partial mediation). This is because, the influence of variables leader member exchange for job performance that was significantly be remained significant after entering work engagement variable into the regression model but declined regression coefficient.</em></p>

The mediating effect of leader–member exchange on the relationship between Theory X and Y management styles and affective commitment: A multilevel analysis

2012 ◽  
Vol 18 (2) ◽  
pp. 159-174 ◽  
Author(s):  
Faruk Şahin
Keyword(s):  
Affective Commitment ◽  
Management Style ◽  
Mediating Effect ◽  
Future Research ◽  
Leader Member Exchange ◽  
Management Styles ◽  
Member Exchange ◽  
The Relationship ◽  
Theory Y ◽  
Theory X

AbstractThe purpose of the present study was to investigate the relationship between McGregor's Theory X and Y management styles and affective commitment through the mediating mechanism of the leader–member exchange (LMX). Adopting a multilevel perspective to explain the complex relations among variables, data were collected from 56 supervisors and 173 subordinates from yacht building companies in Turkey. The results indicated that the Theory Y management style related positively to affective commitment and LMX. In addition, the results indicated that LMX partially mediated the relationship between the Theory Y management style and affective commitment. However, the Theory X management style had no relationships with either LMX or affective commitment. Implications for future research and practice are discussed.

Self-other agreement on transformational leadership and subordinates’ assessment of supervisor’s performance

2018 ◽  
Vol 39 (2) ◽  
pp. 291-308 ◽  
Author(s):  
Alper Ertürk ◽  
Herman Van den Broeck ◽  
Jasmijn Verbrigghe
Keyword(s):  
Transformational Leadership ◽  
Social Exchange ◽  
Mediating Effect ◽  
Response Analysis ◽  
Leader Member Exchange ◽  
Content Type ◽  
Mediating Role ◽  
Idealized Influence ◽  
Individual Support ◽  
Member Exchange

Purpose Given the importance of the extent to which supervisors and their subordinates agree in their assessment of supervisors’ leadership, the purpose of this paper is to investigate the possible relationship between self-other agreement on supervisors’ transformational leadership and subordinates’ perceptions of supervisors’ in-role and extra-role performance, through the mediating role of leader-member exchange. Design/methodology/approach Self-other agreement was conceptualized as the degree of congruence between supervisors’ self-assessment and subordinates’ assessment of supervisors’ transformational leadership. Data were collected from 36 supervisors and 189 of their subordinates. Cross-level polynomial regressions and surface response analysis were used to analyze the hypothesized relationships. Findings Statistical analyses revealed that self-other agreement on idealized influence and individual support are positively associated with subordinates’ perception of leader-member exchange, and in turn leader member fully mediates the relationship between self-other agreement and subordinates’ perceptions regarding their supervisors’ performance. Results from polynomial analyses indicate that subordinates’ ratings of leader-member exchange would be highest for underestimator, second for in-agreement/good supervisors, third for in-agreement/poor and lowest for overestimator supervisors both for the idealized influence and individual support. Originality/value This is one of the pioneer studies investigating the potential relationship between self-other agreement on supervisors’ transformational leadership and the subordinates’ perceptions on their supervisors’ performance through social exchange. Since researchers have paid scant attention to intervening mechanisms, this study aims to extend previous research in the literature by investigating those associations through the mediating effect of leader-member exchange.

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