Team Networks and Team Identification: The Role of Leader-Member Exchange

2013 ◽  
Vol 41 (7) ◽  
pp. 1115-1123 ◽  
Author(s):  
KeXin Guan ◽  
ZhengXue Luo ◽  
JiaXi Peng ◽  
Zhen Wang ◽  
HaiTing Sun ◽  
...  
Keyword(s):  
Social Exchange ◽  
Social Identity Theory ◽  
Social Exchange Theory ◽  
Team Identification ◽  
Leader Member Exchange ◽  
Exchange Relationships ◽  
Member Exchange ◽  
The Mean ◽  
The Relationship

We examined the relationship among team networks, leader-member exchange (LMX), and team identification in the workplace. Social network theory, social exchange theory, and social identity theory served as references for our theoretical propositions and analyses. We collected data from a sample of 223 teams of military personnel, serving in the artillery in West China. We found that the team networks had a significant effect on team identification. Further, the variance and the mean for LMX in teams interacted in influencing team identification (β =-.893, p < .01). Our findings indicated that creating productive networks in teams would be useful to enhance team identification, the effect of which may be carried on through to building exchange relationships between leader and follower.

scholarly journals Leader Humor and Knowledge Sharing Behavior: The Role of Leader-Member Exchange

2021 ◽  
Vol 25 (1) ◽  
pp. 76
Author(s):  
Muhammad Rasyid Abdillah
Keyword(s):  
Knowledge Sharing ◽  
Social Exchange ◽  
Social Exchange Theory ◽  
Sem Analysis ◽  
Leader Member Exchange ◽  
Knowledge Sharing Behavior ◽  
Member Exchange ◽  
The Relationship ◽  
Sharing Behavior

A function in using humor in the workplace is to build relationships between employees involved in such behavior. This study seeks to explain the relationship between leader humor and knowledge-sharing behavior using social exchange theory. Specifically, this study endeavors to explain the mechanism process underlying the relationship between leader humor and knowledge-sharing behavior through the leader-member exchange. To test the hypotheses, the current study collected data from employees working at communication and information company in Pekanbaru City, Riau, Indonesia with utilizing PLS-SEM analysis. The finding shows that leader humor can encourage employee knowledge sharing behavior through the relationship quality between leaders and employees.

scholarly journals Development Idiosyncratic Deals and Employee Performance

2021 ◽  
Vol 4 (3) ◽  
pp. 63-72
Author(s):  
Mariam Tauba ◽  
Andrew Kimwolo
Keyword(s):  
Social Exchange ◽  
Social Exchange Theory ◽  
Employee Performance ◽  
Exchange Theory ◽  
Leader Member Exchange ◽  
Idiosyncratic Deals ◽  
The Social ◽  
Member Exchange ◽  
The Relationship

Employee performance has been at the helm of academic research over the years. The changing nature of work has unearthed several antecedents of job performance. The purpose of this study was to examine employee performance through the development of Idiosyncratic deals and Leader-Member-Exchange-quality lens of antecedents. The study is anchored on the social exchange theory. The hypotheses were tested on a sample of 325 employees of ICT firms in Uganda, using a cross-sectional survey. Three hundred two responses were used for analysis after cleaning of data. The direct hypotheses were tested using correlation analysis, while the mediation was tested using the Hayes Process macro model 4. The results supported the relationship between development idiosyncratic deals and employee performance and LMX quality and employee performance. This study found a significant mediating role of LMX-quality on the relationship between development idiosyncratic deals and employee performance. The study made contributions to the literature on idiosyncratic deals, employee performance, leader-member exchange quality as well, as the Social exchange theory. The study recommends adopting good quality LMX relationships to enhance the role of development idiosyncratic deals on employee performance among ICT firms. 

Leader Trust, Competence, LMX, and Member Performance: A Moderated Mediation Framework

2017 ◽  
Vol 120 (6) ◽  
pp. 1137-1159 ◽  
Author(s):  
Gukdo Byun ◽  
Ye Dai ◽  
Soojin Lee ◽  
Seungwan Kang
Keyword(s):  
Task Performance ◽  
Social Exchange ◽  
Social Exchange Theory ◽  
Leader Member Exchange ◽  
Mediating Role ◽  
South Korean ◽  
Member Exchange ◽  
Performance Analyses ◽  
The Relationship

Based on social exchange theory, this study examines the influence of leaders’ trusting behavior and competence in in-role activities on members’ perceived leader–member exchange (LMX) relationships. Our study proposes that a leader’s trust in a member contributes to the member’s perceived LMX, and that the leader’s competence in in-role activities moderates this relationship. Furthermore, our study suggests that perceived LMX mediates the relationship between the leader’s trust and members’ task performance. Finally, the study proposes that the leader’s competence moderates the mediating role of LMX in transmitting the effect of the leader’s trust on members’ task performance. Analyses of the data collected from soldiers and platoon leaders in the South Korean army support these hypotheses.

Effect of leaders’ implicit followership theory on subordinates’ career success

2019 ◽  
Vol 47 (5) ◽  
pp. 1-14 ◽  
Author(s):  
Peng Gao ◽  
Weiku Wu
Keyword(s):  
Social Exchange ◽  
Organizational Support ◽  
Career Success ◽  
Social Exchange Theory ◽  
Perceived Organizational Support ◽  
Cognitive Theory ◽  
Exchange Theory ◽  
Leader Member Exchange ◽  
Member Exchange ◽  
The Relationship

We explored the relationship between positive leaders’ implicit followership theory (LIFT) and employees’ career success using cognitive information processing theory and social exchange theory. Data were obtained from 296 employees and their immediate superiors at 12 large Chinese enterprises. Results showed that positive LIFT had a significantly positive effect on employees’ career success, that this positive relationship was partially mediated by leader–member exchange and perceived organizational support, and that leaders’ liking for their followers moderated the relationship between positive LIFT and leader–member exchange/perceived organizational support. We have not only extended the application of cognitive theory in leadership research, but also enriched the content of social exchange theory.

scholarly journals Are we in this together? Knowledge hiding in teams, collective prosocial motivation and leader-member exchange

2019 ◽  
Vol 23 (8) ◽  
pp. 1502-1522 ◽  
Author(s):  
Katja Babič ◽  
Matej Černe ◽  
Catherine E. Connelly ◽  
Anders Dysvik ◽  
Miha Škerlavaj
Keyword(s):  
Social Exchange ◽  
Social Exchange Theory ◽  
Leader Member Exchange ◽  
Content Type ◽  
Prosocial Motivation ◽  
Member Exchange ◽  
Level Model ◽  
Knowledge Hiding ◽  
Moderating Role

Purpose Although organizations expect employees to share knowledge with each other, knowledge hiding has been documented among coworker dyads. This paper aims to draw on social exchange theory to examine if and why knowledge hiding also occurs in teams. Design/methodology/approach Two studies, using experimental (115 student participants on 29 teams) and field (309 employees on 92 teams) data, explore the influence of leader-member exchange (LMX) on knowledge hiding in teams, as well as the moderating role of collective (team-level) prosocial motivation. Findings The results of experimental Study 1 showed that collective prosocial motivation and LMX reduce knowledge hiding in teams. Field Study 2 further examined LMX, through its distinctive economic and social facets, and revealed the interaction effect of team prosocial motivation and social LMX on knowledge hiding. Originality/value This study complements existing research on knowledge hiding by focusing specifically on the incidence of this phenomenon among members of the same team. This paper presents a multi-level model that explores collective prosocial motivation as a cross-level predictor of knowledge hiding in teams, and examines economic LMX and social LMX as two facets of LMX.

Mean Leader–member Exchange and Team Voice: Roles of Team Task Reflexivity and Perspective Taking

2017 ◽  
Vol 45 (7) ◽  
pp. 1221-1232 ◽  
Author(s):  
Jing Jiang
Keyword(s):  
Social Exchange ◽  
Perspective Taking ◽  
Social Exchange Theory ◽  
Positive Influence ◽  
Leader Member Exchange ◽  
Full Time ◽  
Study Results ◽  
Team Task ◽  
Member Exchange ◽  
The Relationship

Using social exchange theory as a basis, I examined the effect of mean leader–member exchange (MLMX) on team voice, and how this relationship is mediated by team task reflexivity and moderated by perspective taking. Participants were 301 full-time employees in 46 teams, who took part in a field study. Results showed that MLMX had a positive influence on team voice, team task reflexivity played a mediating role in the relationship between MLMX and team voice, and perspective taking moderated the relationship between MLMX and team task reflexivity. The theoretical and practical implications of these findings are discussed.

Effects of work stressors on desire for organizational construction: The moderating role of leader–member exchange

2015 ◽  
Vol 22 (3) ◽  
pp. 367-387 ◽  
Author(s):  
Li Zhang ◽  
Long Chen ◽  
Ning Zhao
Keyword(s):  
Social Exchange ◽  
Uncertainty Management ◽  
Management Theory ◽  
Leader Member Exchange ◽  
Work Stressors ◽  
Member Exchange ◽  
The Relationship ◽  
Uncertainty Management Theory ◽  
Moderating Role

AbstractThis study constructs the relationship between work stressors and the desire for organizational construction and the moderating role of leader–member exchange. The study is conducted by integrating social exchange and uncertainty management theory. Through investigating 204 employees and performing a scenario study in China, this research confirms that challenge stressors are positively related to desire for organizational construction. The relationship between hindrance stressors and desire for organizational construction tends to be U-shaped in the condition of high leader–member exchange, and the relationship tends to have an inverted U-shape in the condition of low leader–member exchange. This study has important implications for discerning the scope of application for both social exchange and uncertainty management theory, as managers seek to explain the relationship between negative treatment of employees and their desire for organizational construction.

Conversation at Work

2016 ◽  
Vol 44 (2) ◽  
pp. 177-197 ◽  
Author(s):  
Guowei Jian ◽  
Francis Dalisay
Keyword(s):  
Social Exchange ◽  
Social Exchange Theory ◽  
Online Survey ◽  
Organizational Outcomes ◽  
Potential Interaction ◽  
Exchange Theory ◽  
Leader Member Exchange ◽  
Member Exchange ◽  
Communication Frequency ◽  
Using Data

Although research has made significant gains in understanding the constitutive nature of conversation in the process of organizing, its predictive effects on organizational outcomes are still uncertain. To contribute in this direction, based on social exchange theory and leader-member exchange (LMX) research, this study examined the predictive effects of leader-member conversational quality (LMCQ) on employee organizational commitment (OC), and the potential interaction effects of LMCQ with LMX quality. Using data from an online survey, this study found that above and beyond communication frequency and other control variables, LMCQ is significantly associated with employee OC. More interestingly, the effects of LMCQ vary based on the level of LMX quality. These findings have significant implications at both theoretical and practical levels.

Sign in / Sign up

Export Citation Format

Share Document