scholarly journals Leader-member exchange theory in higher and distance education

2013 ◽  
Vol 14 (4) ◽  
Author(s):  
Robert Leo Power
Keyword(s):  
Group Dynamics ◽  
Organizational Citizenship ◽  
Leader Member Exchange ◽  
Leadership Theories ◽  
High Quality ◽  
Organizational Goals ◽  
Specific Advice ◽  
Lmx Theory ◽  
Member Exchange ◽  
Quality Relationships

<p>Unlike many other prominent leadership theories, leader-member exchange (LMX) theory does not focus on the specific characteristics of an effective organizational leader. Rather, LMX focuses on the nature and quality of the relationships between a leader and his or her individual subordinates. The ideal is for a leader to develop as many high-quality relationships as possible. This will lead to increases in subordinates’ sense of job satisfaction and organizational citizenship, as well as to increased productivity and attainment of organizational goals. LMX has been criticized for its potential to alienate some subordinates, failing to account for the effects of group dynamics and social identity, and failing to provide specific advice on how leaders can develop high-quality relationships. However, LMX has been heralded as an important leadership theory in higher and distance educational contexts because of its emphasis on promoting autonomy and citizenship, as well as its ability to complement and mediate transformational leadership styles. Recent authors have attempted to provide specific advice for leaders who want to learn how to build and capitalize on the high-quality relationships described by LMX theory.</p>

When Caring Leaders Are Constrained: The Impact of LMX Differentiation on Leader Empathic Concern in Predicting Discretionary Work Behaviors

2018 ◽  
Vol 26 (1) ◽  
pp. 5-17 ◽  
Author(s):  
Jeffrey J. Haynie ◽  
John Baur ◽  
John N. Harris ◽  
Stanley G. Harris ◽  
K. Nathan Moates
Keyword(s):  
Empathic Concern ◽  
Leader Member Exchange ◽  
Work Behaviors ◽  
High Quality ◽  
Future Directions ◽  
Lmx Theory ◽  
Member Exchange ◽  
Empathic Leadership ◽  
The Impact ◽  
Quality Relationships

Empathic leaders often create high-quality relationships with their subordinates, and these relationships are suggested to increase several beneficial outcomes for employees and organizations alike. Yet leader–member exchange (LMX) theory suggests that leaders do not have such high-quality relationships with each of their subordinates, leading to varying levels of LMX differentiation. We examine how leaders’ empathic concern, a trait-based assessment of leader empathy, may incite additional discretionary efforts in the form of assisting coworkers with interpersonal facilitation and taking on additional tasks with job dedication. However, we suggest that when these empathic leaders are constrained, it reduces their ability to form high-quality relationships with all of their subordinates, resulting in high LMX differentiation. This LMX differentiation is expected to influence empathic leaders’ ability to motivate their followers to engage in altruistic behaviors. In a field study of workplace groups, we find that leader empathic concern positively affects interpersonal facilitation and job dedication only when LMX differentiation is low, providing support for our contention that the effects of empathic leadership may be situationally constrained. Findings and future directions are discussed.

scholarly journals The Perspective of Leader-Member Exchange and Its Relation with Workplace Empowerment and Organizational Citizenship Behavior among Nurses

2020 ◽  
Vol 2 (3) ◽  
pp. 10
Author(s):  
Nora A. A. Mohamed ◽  
Mahdia M. E. Morsi ◽  
Salwa I. Mahmoud
Keyword(s):  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Significant Positive Correlation ◽  
Moderate Level ◽  
Citizenship Behavior ◽  
Leader Member Exchange ◽  
High Quality ◽  
Positive Correlation ◽  
Member Exchange ◽  
Workplace Empowerment

Context: Leader-member exchange captures the impact of nurses’ perceptions of support from their supervisors’ high-quality relationships, which may promote extra-role behaviors, enabling increased job satisfaction and workplace empowerment and nurses` organizational citizenship behavior. Aim: Assess the perspective of leader-member exchange and its relation with workplace empowerment and organizational citizenship behavior among nurses. Methods: A descriptive correlational design was used to achieve the aim of the study. This study was conducted at Benha University Hospital in general medical and surgical units. A Convenient sample consisted of 190 nurses who were working in the study setting, as mentioned earlier. Three tools used to collect the data; Subordinate (LMX-MDM) survey portion, Condition of Work Effectiveness Questionnaire (CWEQ), and Organizational Citizenship Behavior Scale. Results: The findings of this study indicated that more than half of nurses (54.7%) reported that they had a high-quality relationship with their supervisors, and 71.1% of nurses had a moderate level of workplace empowerment. Also, more than half of nurses (51.1%) had a moderate level of organizational citizenship behavior. Conclusions: There was a highly statistically significant positive correlation between the total score of leader-member exchange and total workplace empowerment, total organizational citizenship behavior. Also was a highly statistically significant positive correlation between the total workplace empowerment, total organizational citizenship behavior. The study recommended that hospital management needs to focus on involving staff nurses in the political processes in an organization and keep them informed about significant changes in the organization and have a protective attitude toward it.

scholarly journals Leader-Member Exchange (LMX) Ambivalence and Task Performance: The Cross-Domain Buffering Role of Social Support

2017 ◽  
Vol 45 (5) ◽  
pp. 1927-1957 ◽  
Author(s):  
Allan Lee ◽  
Geoff Thomas ◽  
Robin Martin ◽  
Yves Guillaume
Keyword(s):  
Social Support ◽  
Task Performance ◽  
Work Performance ◽  
Leader Member Exchange ◽  
Negative Effects ◽  
High Quality ◽  
Absolute Level ◽  
Lmx Theory ◽  
Member Exchange ◽  
And Task

Leader-member exchange (LMX) theory proposes that leaders develop different quality relationships with those they manage and this is predictive of work performance. While LMX quality has been viewed as univalent (ranging from low to high quality), this paper proposes that it can also be bivalent in nature (i.e., coexisting positive and negative thoughts towards the relationship), which we refer to as LMX ambivalence. A survey measure of LMX ambivalence is developed, and through three validation and two main studies, it is shown to have construct, discriminant, and incremental predictive validity beyond that of LMX quality. Hypotheses concerning LMX ambivalence and task performance are tested in two main studies and show that (1) LMX ambivalence is negatively related to performance regardless of LMX quality, (2) high levels of perceived support from the organization (Study 1) or coworkers (Study 2) nullify the negative association between LMX ambivalence and performance, and (3) high LMX ambivalence leads to more negative affect and in turn lower task performance, but only when coworker support is low (Study 2). These results show the importance of viewing LMX quality not only in terms of its absolute level (low vs. high quality) but also as a bivalent construct where both positive and negative cognitions can coexist. They also demonstrate the value of social support in buffering the negative effects of LMX ambivalence. Furthermore, our findings extend a central tenet of LMX theory by implying that LMX quality varies not only within groups (i.e., LMX differentiation) but also within leader-follower dyads.

scholarly journals A Meta-Analysis Of Organizational Citizenship Behavior And Leader-Member Exchange

2011 ◽  
Vol 4 (11) ◽  
Author(s):  
Jeannie Scott ◽  
Annette E. Craven ◽  
Connie Green
Keyword(s):  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Meta Analysis ◽  
The United States ◽  
Citizenship Behavior ◽  
Leader Member Exchange ◽  
Normal Text ◽  
Lmx Theory ◽  
Member Exchange ◽  
Antecedents And Consequences

<p class="TX1" style="text-align: justify; line-height: normal; text-indent: 0in; margin: 0in 34.2pt 0pt 0.5in;"><span style="font-size: 10pt; mso-bidi-font-style: italic;"><span style="font-family: Times New Roman;">Numerous studies on Leader-Member Exchange (LMX) Theory of leadership have identified various antecedents and consequences of LMX. This study is a meta-analysis (Hunter &amp; Schmidt, 1990) of two variables&mdash;organizational citizenship behavior and leader member exchange.<span style="mso-spacerun: yes;">&nbsp; </span>The study addresses the following questions: (a) What is the correlation between organizational citizenship behavior and leader-member exchange? (b) What are the effects of moderators such as employee status, supervisory status, tenure, and perceptions outside of the United States?</span></span></p>

scholarly journals Leader–member exchange fosters work engagement: The mediating role of job crafting

2017 ◽  
Vol 43 (0) ◽  
Author(s):  
Mirjam Radstaak ◽  
Ayla Hennes
Keyword(s):  
Work Engagement ◽  
Structural Equation ◽  
Job Demands ◽  
Job Crafting ◽  
Job Resources ◽  
Leader Member Exchange ◽  
High Quality ◽  
Work Related ◽  
Member Exchange ◽  
Quality Relationships

Orientation: The right balance between job demands and job resources are essential for employees to bring energy and enthusiasm to work. Employees who experience high-quality relationships with their supervisors may actively craft their job demands and job resources and feel more engaged.Research purpose: The current study examined the associations between leader–member exchange (LMX), job crafting and work engagement. Motivation: This study attempts to gain more insight in the associations between LMX, job crafting and work engagement. It was hypothesised that high-quality relationships with supervisors fosters work engagement because it stimulates employees to craft their jobs by increasing social and structural job resources and challenging job demands and by decreasing hindering job demands.Research approach, design and methodology: Participants (N = 402) working for a leading mail and parcels company in the Netherlands completed questionnaires measuring LMX, work engagement and job crafting. Structural equation modelling was used to examine the hypotheses.Main findings: Increasing social job resources (β = 0.01, SE = 0.00, p < 0.001) and increasing challenging job demands (β = 0.08, SE = 0.04, p < 0.05) were significant mediators in the association between LMX and work engagement. Increasing structural job resources (β = 0.00, SE = 0.00, p = 0.92) and decreasing hindering job demands (β = -0.00, SE 0.00, p = 0.09) were not significant mediators.Practical and managerial implications: Supervisors who are capable of building high-quality relationships with their employees based on trust, respect and loyalty will foster a positive, fulfilling work-related state of mind among employees because they are more willing to proactively craft a challenging and resourceful work environment.Contribution or value-add: The findings of this study showed the importance of high-quality relationships with supervisors and were unique in examining the association between LMX and job crafting.

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.

scholarly journals New Work: Die Effekte von Leader-Member Exchange auf psychologisches Empowerment, extraproduktives Verhalten und Fluktuationsabsicht der Mitarbeitenden

2020 ◽  
Author(s):  
Jana Lorra ◽  
Hannah Möltner
Keyword(s):  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Citizenship Behavior ◽  
Leader Member Exchange ◽  
New Work ◽  
Member Exchange

ZusammenfassungNew Work ist aktuell fraglos ein Trendthema, wobei darunter je nach Façon jedoch unterschiedlichste neue Formen der Arbeitsgestaltung verstanden werden. Trotz der Unterschiedlichkeit steht die Demokratisierung von Unternehmen und die Ermächtigung der darin arbeitenden Menschen im Fokus von New Work. Der vorliegende Beitrag stellt daher Bezüge zwischen New Work und der Literatur zum psychologischen Empowerment her. Letzteres beschreibt einen Zustand, in dem Mitarbeitende Macht und Selbstbestimmung erleben. Dafür ist die Beziehung zwischen Führung und Mitarbeitenden besonders relevant, da die neuen Arbeitsformen darauf abzielen Hierarchien abzubauen. Anhand einer quantitativen Erhebung (N = 150) an zwei Erhebungszeitpunkten wird untersucht, ob der Zusammenhang zwischen Leader-Member Exchange (LMX) und Organizational Citizenship Behavior (OCB) bzw. der Fluktuationsabsicht über psychologisches Empowerment mediiert wird. Die Ergebnisse des Strukturgleichungsmodells stützen die angenommen indirekten Zusammenhänge zwischen LMX und OCB als auch zwischen LMX und Fluktuationsabsicht, vermittelt jeweils durch das psychologische Empowerment. Der direkte Effekt zwischen LMX und OCB und zwischen LMX und Fluktuationsabsicht erreichte keine statistische Signifikanz. Somit mediiert psychologisches Empowerment die beiden Zusammenhänge vollständig.Praktische Relevanz: Die Ergebnisse unterstreichen die Bedeutung von psychologischem Empowerment im Führungskontext. Somit ist die Förderung von psychologischem Empowerment für Führungskräfte ein zentraler Ansatzpunkt zur Verringerung der Fluktuationsabsicht der Mitarbeitenden und zur Aufrechterhaltung und Stärkung von OCB.

Differentiatie door coaches binnen amateursportteams: terecht of onterecht?

2007 ◽  
Vol 20 (4) ◽  
Author(s):  
Wim van Breukelen ◽  
Wendy Wesselius
Keyword(s):  
Team Performance ◽  
Differential Treatment ◽  
Working Relationships ◽  
Leader Member Exchange ◽  
Sports Teams ◽  
Team Members ◽  
Lmx Theory ◽  
Member Exchange ◽  
Relevant Topic ◽  
And Performance

Differential treatment by coaches of amateur sports teams: right or wrong? Differential treatment by coaches of amateur sports teams: right or wrong? J.W.M. van Breukelen & W. Wesselius, Gedrag & Organisatie, volume 20, November 2007, nr. 4, pp. 427-444 A central assumption in the Leader-Member Exchange (LMX) theory is that leaders do not adopt a single style towards all members of their work unit, but treat the various team members differently. This may result in different kinds of working relationships between the leader and the various members ranging from formal to intense. The effects of these different LMX relationships are visible in important outcome variables such as job satisfaction and performance. Not only in working organizations but also in the context of sports differential treatment by the coach seems a relevant topic. In this article we describe the results of a field study among the players (N = 218) of 21 amateur sports teams. Firstly, we investigated on which aspects the coaches of these teams differentiated between the various team members and how these incidents of differential treatment were experienced by the players in terms of justice and fairness. In addition, we analyzed whether the frequency and evaluation of differential treatment was related to the players' enthusiasm and to team atmosphere and team performance. Social differentiation was appreciated less than task differentiation. Especially task differentiation proved to be important for team performance.

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