scholarly journals THE EFFECTS OF GOLF COACHES’ AUTHENTIC LEADERSHIP AND TRANSFORMATIONAL LEADERSHIP ON LEADER-MEMBER EXCHANGE AND ATHLETE’S PERCEIVED PERFORMANCE

PSYCHOLOGIA ◽  
2021 ◽  
Author(s):  
Jongchul PARK ◽  
Susan KIM ◽  
Sung-Duck KIM ◽  
Il-Gwang KIM
Keyword(s):  
Transformational Leadership ◽  
Authentic Leadership ◽  
Leader Member Exchange ◽  
Perceived Performance ◽  
Member Exchange

Authentische Führung

2018 ◽  
Vol 62 (3) ◽  
pp. 142-160
Author(s):  
Luise Franke-Bartholdt ◽  
Dirk Frömmer ◽  
Jürgen Wegge ◽  
Anja Strobel
Keyword(s):  
Authentic Leadership ◽  
Leader Member Exchange ◽  
Member Exchange

Zusammenfassung. Zur Erfassung authentischer Führung fehlt im deutschen Sprachraum ein transparent validiertes Messverfahren. Der vorliegende Beitrag soll mit einer deutschen Adaption des Authentic Leadership Inventory von Neider und Schriesheim (2011) diese Lücke schließen. Nach der Übersetzung des Originals wurde das Deutsche Inventar Authentischer Führung (DIAF) in drei Stichproben (Ngesamt = 705) geprüft und modifiziert. In konfirmatorischen Faktorenanalysen konnte die theoretisch postulierte Binnenstruktur mit vier Komponenten bestätigt werden: Selbstbewusstheit, Transparenz in Beziehung zu anderen, verinnerlichte moralische Perspektive und ausgewogene Informationsverarbeitung. Die internen Konsistenzen der Gesamtskala (16 Items) und Einzelkomponenten lagen im guten bis sehr guten Bereich. Es wurden erwartungskonforme Zusammenhänge zu anderen Führungsskalen gefunden (positive Korrelationen zu ethischer Führung und Leader Member Exchange, negative Korrelationen zu destruktiver Führung). Das Instrument zeigte bedeutsame Zusammenhänge zu zentralen organisationalen Ergebniskriterien (Wohlbefinden, Arbeitsengagement, individuelle Leistung) und inkrementelle Validität über andere Führungsskalen hinaus. Insgesamt kann das DIAF als ökonomisches und valides Verfahren zur Erfassung authentischer Führung eingesetzt werden.

Transformational Leadership and Leader Member Exchange: An empirical examination of Knowledge Management Practices and Organizational Performance through Employee Involvement

2021 ◽  
Vol 3 (1) ◽  
pp. 38-55
Author(s):  
Arshad Mahmood ◽  
Muhammad Yousuf Khan Marri ◽  
Hussain Ali ◽  
Shahid Nadeem
Keyword(s):  
Transformational Leadership ◽  
Knowledge Management ◽  
Organizational Performance ◽  
Management Practices ◽  
Employee Involvement ◽  
Major Influence ◽  
Leader Member Exchange ◽  
Empirical Examination ◽  
Member Exchange ◽  
Knowledge Management Practices

Purpose: Human resource behaviour tends to play a vital role in organizational overall performance. The study incorporates two of the most prominent behaviours of leadership and examine their influence on organizational performance and knowledge management practices through employee involvement. Method: A sample of 398 participants was collected from different industries from services sector through survey questionnaire. Descriptive statistics were carried out to find means, standard deviation, frequency scores and then tested for model fitness by comparing alternative models through confirmatory factor analysis (CFA). In order to see the direction of hypotheses, we carried out Pearson Correlations analysis. For testing hypotheses PROCESS macro technique was used. Results: The results indicate that (1) the major influence on knowledge management practices and organizational performance is contributed by employee involvement, further transformational leadership has more impact on employee involvement, knowledge management practices and organizational performance as compared to leader member exchange; (2) employee involvement mediates the relationship between leadership behaviours and knowledge management practices as well as organizational performance. Conclusion: This study concludes that better relationship between manager and employee is necessary for the individual and organizational betterment and it occurs only when individuals are comfortable with their mangers. Keywords: Transformational Leadership (TL), Leader Member Exchange (LMX), Employee Involvement (EI), Knowledge Management Practices (KMP), Organizational Performance (OP) Paper Type: Research Paper

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>

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.

Leader-Member Exchange and Transformational Leadership in Chaos and Complexity

2016 ◽  
pp. 261-274 ◽  
Author(s):  
Çağlar Doğru
Keyword(s):  
Transformational Leadership ◽  
Conceptual Framework ◽  
Chaos Theory ◽  
Exchange Model ◽  
Leader Member Exchange ◽  
Complex Environment ◽  
Leadership Model ◽  
Member Exchange ◽  
Organizational Mechanisms ◽  
Made In

Since the attribution model of leadership, a long way has been made in the literature of leadership. The newest approach to leadership against the ‘average leadership model', is the leader-member exchange model of leadership (Dienesch and Liden, 1986). Furthermore, being a very attractive topic in leadership transformational leadership is gaining more and more importance. In addition to all these, today's chaotic and complex environment has made changes to organizational mechanisms and relations. As a high need of analyzing leadership in these constructions, here one of the most important issues in leadership literature which are, leader-member exchange and the concept of transformational leadership will be analyzed throughout chaos and complexity. The aim of this chapter is drawing a conceptual framework of leader-member exchange and transformational leadership from the perspective of chaos theory and complexity.

Leaders—watch out for LMX differentiation: A multilevel model of leader-related antecedences and consequences of LMX differentiation

2020 ◽  
Vol 34 (4) ◽  
pp. 398-417
Author(s):  
Vivien Eichenseer ◽  
Daniel Spurk ◽  
Simone Kauffeld
Keyword(s):  
Transformational Leadership ◽  
Indirect Effects ◽  
Multilevel Model ◽  
Leader Effectiveness ◽  
Leader Member Exchange ◽  
Multilevel Analyses ◽  
Unequal Treatment ◽  
Group Outcomes ◽  
Member Exchange ◽  
Satisfaction With The Leader

Research has shown that leader–member exchange differentiation affects individual and group outcomes. However, it is not yet clear how such unequal treatment affects the team’s perception of their leader in terms of leader-related outcomes, such as perceived leader communication quality, satisfaction with the leader, and perceived leader effectiveness. We analyzed how leader–member exchange differentiation in teams affects leader-related outcomes, and how it is affected by transformational leadership at the team level. Multilevel analyses of data from 92 teams with 831 employees indicated that leader–member exchange differentiation within teams is negatively related to leader-related outcomes, whereas transformational leadership is negatively related to leader–member exchange differentiation. In addition, we found positive indirect effects from transformational leadership to the leader-related outcomes via leader–member exchange differentiation.

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