scholarly journals THE EFFECT OF EMPOWERING LEADERSHIP ON INTRINSIC MOTIVATION: THE ROLE OF PSYCHOLOGICAL EMPOWERMENT AS A MEDIATION

2020 ◽  
Vol 2 (2) ◽  
Author(s):  
Venita Putri Utami ◽  
Muhammad Zakiy
Keyword(s):  
Employee Engagement ◽  
Work Engagement ◽  
Structural Equation ◽  
Positive Impact ◽  
Employee Performance ◽  
Positive Influence ◽  
Equation Modeling ◽  
Leader Member Exchange ◽  
Cross Sectional ◽  
Member Exchange

Closeness and compatibility between leaders and subordinates significantly affect the comfort of work, which results in employee performance. Through satisfaction in working, it can create employee engagement, which can contribute to improving employee performance. This study aims to determine the effect of leader-member exchange and personal supervisor fit on employee performance mediated by work engagement on Syariah Bank employees in the Special Region of Yogyakarta. The sample in this study amounted to 132 employees using purposive sampling techniques whose data collection uses cross-sectional analysis with the level of analysis of individual samples. This research uses Structural Equation Modeling (SEM) to analyze the data. The results showed that the leader-member exchange and person supervisor fit had a positive effect on work engagement, and work engagement had a positive impact on employee performance. Also, this study demonstrates that work engagement is able to mediate the positive influence of leader-member exchange and person supervisor fit on employee performance. For this reason, it can be said that work engagement is an antecedent that shapes employee performance, which is preceded by leader-member exchange and person supervisor fit.

Relationship between leader member exchange (LMX), high-involvement HRP and employee resilience on extra-role performance

2018 ◽  
Vol 10 (2) ◽  
pp. 126-150 ◽  
Author(s):  
Neha Gupta ◽  
Vandna Sharma
Keyword(s):  
Employee Engagement ◽  
Service Sector ◽  
Employee Performance ◽  
Positive Influence ◽  
North India ◽  
Leader Member Exchange ◽  
Role Performance ◽  
High Involvement ◽  
Content Type ◽  
Member Exchange

Purpose This paper aims to examine the role of employee engagement (EE) as a mediator in the relationship of extra-role performance (ERP) with leader member exchange (LMX), high-involvement human resource practices (HI HRPs) and employee resilience (ER) in the emerging service sector organizations in India. Design/methodology/approach Data have been gathered from 328 employees from executive and non-executive grades from metro rail organizations of North India through structured questionnaire. Before analysis, missing data and outliers were examined. Structure equation modelling (SEM) and confirmatory factor analysis have been performed to analyse the hypothesized model. Findings Findings reveal that all the constructs taken in the study – LMX, HI HRP and ER – had a positive influence on employees’ ERP through EE. Research limitations/implications This study is helpful in providing better understanding of the predictors of EE and the way it affects employees’ ERP for researches that are aiming to conduct related research studies in an Indian context. To achieve higher employee performance, organizations need to identify factors or drivers that potentially increase the EE levels, thereby, increasing the employees’ performance. This will also help HR practitioners in shaping and formulating effective organizational policies and practices. Originality/value This study has considered the emerging service sector organizations in India that have not been endeavoured before as earlier studies concentrated more on Western countries. The result of the study is congruent with that of the previous studies by establishing a positive relationship between EE and employees’ ERP and also concludes that LMX, HI HRP and ER have positive influence on EE.

scholarly journals Pengaruh Leader Member Exchange (LMX) terhadap Kinerja Karyawan melalui Kepuasan Kerja pada PT. Berlian Jasa Terminal Indonesia

2021 ◽  
Vol 9 (1) ◽  
pp. 414
Author(s):  
Nuril Zulfa
Keyword(s):  
Job Satisfaction ◽  
Performance Appraisal ◽  
Structural Equation ◽  
Employee Performance ◽  
Sampling Technique ◽  
Equation Modeling ◽  
Leader Member Exchange ◽  
Member Exchange ◽  
High Workload ◽  
Permanent Employees

This study aims to determine and explain the effect of leader member exchange on employee performance through job satisfaction at PT. Berlian Jasa Terminal Indonesia. This research is a type of causal research with a quantitative approach with a population of 256 permanent employees, and the sampling technique uses probability sampling with a sample of 156 permanent employees. The statistical analysis used in this research is Structural Equation Modeling (SEM) with AMOS 23.0 software. This study indicates that the leader member exchange has a positive and significant effect on job satisfaction because there is a trusting relationship between superiors and subordinates. Job satisfaction has a positive and significant effect on employee performance because it was following company standards. Leader member exchange does not affect employee performance because it structures the performance appraisal. Job satisfaction cannot be an intervening variable between leader member exchange and employee performance due to high workload

scholarly journals Leader-member exchange affects work engagement: The role of psychological well-being mediation

2019 ◽  
Vol 4 (1) ◽  
pp. 95
Author(s):  
Winny Yus Permatasari ◽  
Fendy Suhariadi
Keyword(s):  
Work Engagement ◽  
Structural Equation ◽  
Well Being ◽  
Partial Least Square ◽  
Civil Servants ◽  
Least Square ◽  
Equation Modeling ◽  
Leader Member Exchange ◽  
Psychological Well Being ◽  
Member Exchange

Work engagement has a contribution to the success of an organization. Governmental institutions are often criticized for showing less satisfying performance and less effective services due to the misconducts of the civil servants such as coming late to work, leaving at working hours, and being less enthusiastic at work. This study aimed to examine civil servants' working conditions using three variables, namely leader-member exchange, psychological well-being, and work engagement. The measuring tools used referred to the Leader-Member Exchange Multidimensional (Liden & Maslyn, 1998), Psychological Well-being Scale (Ryff, 1989) and Utrecht Work Engagement Scale (Schaufeli & Bakker, 2004). There were 80 civil servants involved in this study as the subjects. They were selected using simple random sampling technique. Statistical techniques used in this study Structural Equation Modeling-Partial Least Square (SEM-PLS) with Warp PLS 5.0 Software. The result indicated that the three variables had a positive correlation with one another, and psychological well-being mediated the influence of leader-member exchange on work engagement.

scholarly journals Inspiriting Innovation: The Effects of Leader-Member Exchange (LMX) on Innovative Behavior as Mediated by Mindfulness and Work Engagement

2021 ◽  
Vol 13 (10) ◽  
pp. 5409
Author(s):  
Rowan Mulligan ◽  
José Ramos ◽  
Pilar Martín ◽  
Ana Zornoza
Keyword(s):  
Work Engagement ◽  
Structural Equation ◽  
Organizational Context ◽  
Longitudinal Design ◽  
Work Behavior ◽  
Equation Modeling ◽  
Leader Member Exchange ◽  
Sustainable Competitive Advantage ◽  
Innovative Work Behavior ◽  
Member Exchange

Continuous innovation has become a key to gaining a sustainable competitive advantage for organizations in the 21st century. By focusing on the underlying mechanisms (i.e., mindfulness and work engagement) by which it works, this study addresses the quality of leader–member relationships and their relevance for innovation in the workplace. Using a sample of 210 employees from 17 Spanish companies, a two-wave longitudinal design evaluated the mediational roles of mindfulness and engagement between leader–member exchange (LMX) quality and innovative work behavior (IWB) in an organizational context. Over the course of a year, two questionnaires were administered to measure LMX quality, mindfulness, engagement, and IWB. Results from structural equation modeling provided support for the hypothesized double-mediation model with a significant full double mediation. Findings suggested that mindfulness and engagement could be characteristic mechanisms of high-quality LMX that helps to facilitate innovation. Practical implications include its creative value in gaining a competitive edge over market competitors and helping organizations to find a sustainable source for their consistent growth through their human capital and innovative potential.

Leader-member exchange and leader identification: comparison and integration

2018 ◽  
Vol 33 (2) ◽  
pp. 122-141 ◽  
Author(s):  
Jie Li ◽  
Stacie Furst-Holloway ◽  
Suzanne S. Masterson ◽  
Larry M. Gales ◽  
Brian D. Blume
Keyword(s):  
Leadership Styles ◽  
Social Exchange ◽  
Structural Equation ◽  
Relative Weight ◽  
Equation Modeling ◽  
Leader Member Exchange ◽  
Cross Sectional ◽  
Content Type ◽  
Member Exchange ◽  
Taking Charge

Purpose The purpose of this paper is to compare and integrate leader-member exchange (LMX) and leader identification (LID) as concurrently functioning mediators between three leadership styles (individual-focused transformational, contingent reward, and benevolent paternalistic) and two citizenship behaviors (helping and taking charge). Design/methodology/approach Data included 395 stable, independent leader-follower dyads from numerous Chinese organizations. Partial least squares structural equation modeling and relative weight analysis were used in data analyses. Findings In established, steady-state leader-member alliances, LMX was the dominant explanation between various leadership styles and helping; whereas LID explained leadership effects on taking charge. Three-stage indirect effects of leadership-LMX-LID-taking charge were found. Also, LMX and LID related to the three focal leadership styles in distinct ways. Research limitations/implications Limitations include cross-sectional data. Strengths include a large, multi-source field sample. Implications include that LMX and LID provide different prosocial motivations; LMX indirectly engenders stronger other-orientation through LID; and the nature of indirect leadership effects via LID is more sensitive to the nature of the focal leadership styles. LMX and LID together provide a package of prosocial motivations. Practical implications Leaders interested in increasing employees’ helping vs taking charge behaviors can be more effective by understanding the different motivational potentials of LMX vs LID. Leaders also need to choose appropriate behavioral styles when they activate LMX vis-à-vis LID. Originality/value This study integrates multiple leadership theories to provide a nuanced account of how social exchange and self-concept explain leadership at the interpersonal level when leadership styles, LMX, and LID are stable.

Does workplace fun affect employees' voice behavior? Leader–member exchange as a mediator

2021 ◽  
Vol 49 (12) ◽  
pp. 1-8
Author(s):  
Zhenyang Zhang ◽  
Dongphil Chun ◽  
Xinyuan Wang ◽  
Jialei Liu
Keyword(s):  
Structural Equation ◽  
Employee Performance ◽  
Equation Modeling ◽  
Leader Member Exchange ◽  
Voice Behavior ◽  
Workplace Fun ◽  
Member Exchange ◽  
Behavior Theories ◽  
The Relationship ◽  
Insight Into

Although the relationship between workplace fun and employee performance is well-documented, research on the link between workplace fun and voice behavior is still in a nascent stage. Integrating workplace fun, leader–member exchange (LMX), and voice behavior theories, in the current research we examined LMX as a mediator of the link between workplace fun and voice behavior. We conducted a crosssectional survey with a sample of 307 subordinates and 82 supervisors employed by eight Chinese companies, and used structural equation modeling to analyze the data. Results show that workplace fun was related both directly and indirectly (via LMX) to employees' voice behavior. Our findings offer insight into the mechanistic processes through which workplace fun affects employees' voice behavior, and suggest that to promote employees' voice behavior, a fun work environment and high-quality LMX relationship should be established in organizations.

Does leader-member exchange enhance performance in the hospitality industry?

2016 ◽  
Vol 28 (5) ◽  
pp. 969-987 ◽  
Author(s):  
Chung-Jen Wang
Keyword(s):  
Structural Equation ◽  
Hospitality Industry ◽  
Employee Performance ◽  
Equation Modeling ◽  
Leader Member Exchange ◽  
Content Type ◽  
Task Motivation ◽  
Member Exchange ◽  
And Performance ◽  
The Relationship

Purpose This paper aims to integrate leader–member exchange (LMX), creativity and performance research and to develop a model to investigate the relationships among LMX, task motivation, creativity and performance in the hospitality industry. Design/methodology/approach Structural equation modeling (SEM) with bootstrap estimation was conducted with a sample of 312 leader–employee dyadic data from international tourist hotels in Taiwan. Findings The results revealed that LMX positively affected performance and creativity. Most important of all, task motivation was found to mediate the relationship between LMX and creativity, while both task motivation and creativity were found to mediate the relationship between LMX and performance. Research limitations/implications With efforts to combine research variables into a unified theoretical model, this study is the first in the field of hospitality research which explores the two-path mediating effects of these relationships in an integrated SEM framework. More specifically, this study provides a synthesized perspective with bootstrap analyses to broaden hotel research with regard to LMX and examine its influences on employees’ creativity and performance. Practical implications The results of this study suggest that human resource departments in hotel companies should provide training programs for supervisors and employees to enhance their reciprocal relationships, and establish reward mechanisms to encourage the development of more creative services at work. Originality/value This study added to the literature with its use of a non-Western sample, and extended the prior research in the context of the hospitality industry. Overall, the conclusions provide empirical evidence in an integrated model that task motivation can strengthen the influence of LMX on creativity and can also nourish the influence of creativity on employee performance.

scholarly journals The influence of newcomers’ proactive personality on their psychological contract

2017 ◽  
Vol 30 (4) ◽  
pp. 607-626
Author(s):  
Kyungmin Kim
Keyword(s):  
Psychological Contract ◽  
Structural Equation ◽  
Organizational Factors ◽  
Positive Influence ◽  
Proactive Personality ◽  
Equation Modeling ◽  
Personality Factors ◽  
Leader Member Exchange ◽  
Member Exchange ◽  
The Relationship

This study investigates the influence of newcomers’ personality on their psychological contract. Especially, we focused on the proactive personality of the newcomers who have worked less than one-year in the current organization. We hypothesized that the extent to which newcomers have proactive personality would have a positive effect on the perception of promise in the relationship with the organization. Also, we expected that this relationship would be mediated by the leader-member exchange. 433 newcomers participated in the survey, and structural equation modeling (SEM) has been adopted to test the hypotheses. As the result, individuals’ proactive personality had a positive influence on the perception of promises, and this relationship was partially mediated by the leader-member exchange level. These results imply that individuals’ psychological contract could be affected by personality factors as well as organizational factors. Also, it shows that the relationship newcomers make with their supervisor has an important role in perceiving psychological contract with the organization.

Linking leader–member exchange to employee voice behavior: The mediating role of self-efficacy

2021 ◽  
Vol 49 (12) ◽  
pp. 1-8
Author(s):  
Jie Liu ◽  
Jia Wang ◽  
Zhibiao Geng ◽  
Yifu Wang
Keyword(s):  
Self Efficacy ◽  
Structural Equation ◽  
Employee Voice ◽  
Equation Modeling ◽  
Leader Member Exchange ◽  
Voice Behavior ◽  
Cross Sectional Survey ◽  
Cross Sectional ◽  
Mediating Role ◽  
Member Exchange

Previous studies have found a positive relationship between leader–member exchange (LMX) and employee voice behavior. However, little is known about the psychological mechanisms underlying this association. We examined self-efficacy as a mediator of the linkage between LMX and employee voice behavior by conducting a cross-sectional survey with a sample of 295 leader–follower dyads from a Chinese company. We performed structural equation modeling to analyze the data. Results show that LMX was positively related to employee voice behavior, and self-efficacy partially mediated the link between LMX and employee voice behavior. This research offers insight into the mechanistic processes through which LMX affects employee voice behavior, and indicates that organizations should pay attention to establishing high-quality LMX relationships to facilitate employee selfefficacy as well as voice behavior.

Leader-Member Exchange (LMX) Impact on Work-Home Interference in a South African Commuter Transport Engineering Company

2019 ◽  
Vol 43 ◽  
Author(s):  
Jan Christoff Visagie ◽  
Michael M. Jones ◽  
Herman L. Linde
Keyword(s):  
South African ◽  
Structural Equation ◽  
Pearson Correlation ◽  
Correlation Coefficients ◽  
Leader Member Exchange ◽  
Negative Consequences ◽  
Dyadic Relationship ◽  
Cross Sectional ◽  
Engineering Company ◽  
Member Exchange

The South African workplace is confronted with many leadership challenges, specifically those relating to the employment relationship between subordinates and their supervisors. A high-quality relationship is essential, considering the work-family spillovers employees experience. Limited research has been conducted on the potential positive and negative consequences of the leader-member exchange (LMX) dyadic relationship. In this study, we used a cross-sectional research design, and drew an employee sample (N = 120) from a commuter transport engineering company. A five-point Likert scale was employed and statistical analyses were carried out using the SAS statistical program. We calculated Pearson correlation coefficients and used structural equation modelling to test the proposed conceptual model to indicate possible correlations between the different variables. The main finding of the study was that the nature of the LMX relationship quality in the relevant company appeared to be high and positively related to work-home enrichment but negatively related to work-home conflict and role overload. The article concludes by making a number of suggestions to respond to challenges.

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