The impact of relative leader-member exchange on employees' work behaviors as mediated by psychological contract fulfillment

2014 ◽  
Vol 42 (1) ◽  
pp. 79-88 ◽  
Author(s):  
Hu Li ◽  
Zhiyu Feng ◽  
Chunlin Liu ◽  
Dejun Cheng
Keyword(s):  
Social Exchange ◽  
Psychological Contract ◽  
Leader Member Exchange ◽  
Work Behaviors ◽  
Bank Branches ◽  
Mediating Role ◽  
The Social ◽  
Psychological Contract Fulfillment ◽  
Member Exchange ◽  
The Impact

Relative leader-member exchange (RLMX) is a reflection of the social comparison process, and employees go through a process of social exchange when they display specific behaviors and attitudes in their workplace role, with psychological contract (PC) fulfillment playing a mediating role between these 2 social processes. We conducted a survey to analyze paired leader-staff samples in 39 bank branches in order to examine the influence of RLMX on employees' work behaviors and the mechanism that operates between these 2 factors. The results showed that RLMX affected employee task performance and innovative behavior, and that PC fulfillment played a full mediating role in this relationship.

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.

scholarly journals The Joint Effects of Leader–Member Exchange and Team-Member Exchange in Predicting Job Crafting

2020 ◽  
Vol 12 (8) ◽  
pp. 3283
Author(s):  
Kihyun Lee
Keyword(s):  
Social Exchange ◽  
Social Exchange Theory ◽  
Team Member ◽  
Job Crafting ◽  
Interactive Effects ◽  
Future Research ◽  
Leader Member Exchange ◽  
The Social ◽  
Team Member Exchange ◽  
Member Exchange

In order to better understand the social aspects of job crafting, this study explores the direct and interactive effects of leader–member exchange (LMX) and team-member exchange (TMX) on three types of job crafting (i.e., task, relational, and cognitive crafting). Drawing on both social exchange theory and the job demands–resources model, this study examines the social antecedents of job crafting in a sample of 336 members of three shipbuilding companies. The results indicate that individuals who have high-quality relationships with their leaders engage in more job crafting and that TMX is positively related to job crafting, after controlling for LMX. In addition, the results show that TMX moderates the positive relationship between LMX and job crafting, such that a higher TMX strengthens the LMX–job crafting link. The implications of these findings for job crafting and social antecedents are discussed, and suggestions for future research are presented.

Am I treated better than my co-worker? A moderated mediation analysis of psychological contract fulfillment, organizational identification, and voice

2018 ◽  
Vol 47 (5) ◽  
pp. 1133-1151 ◽  
Author(s):  
Ghulam Ali Arain ◽  
Sehrish Bukhari ◽  
Imran Hameed ◽  
Delphine M. Lacaze ◽  
Zahara Bukhari
Keyword(s):  
Social Exchange ◽  
Psychological Contract ◽  
Organizational Identification ◽  
Social Exchange Theory ◽  
Exchange Theory ◽  
Content Type ◽  
The Social ◽  
Psychological Contract Fulfillment ◽  
Group Value Model ◽  
Value Model

Purpose The purpose of this paper is to examine the direct and conditional indirect effects of employees’ perception of psychological contract fulfillment on their positive voice, i.e., promotive voice and prohibitive voice, through the integrated framework of the social exchange theory and the group value model. Design/methodology/approach Using a two-source data collection from the employee and supervisor, cross-sectional data were collected from 234 participants working in one of the leading non-profit organizations in Pakistan. After initial data screening, a confirmatory factor analysis was conducted to test for the factorial validity of the employed measures with AMOS. The hypothesized relationships were tested in regression analysis with Statistical Package for the Social Sciences. Findings The results of this study supported the integration of the social exchange theory with the group value model in explaining the direct and indirect positive effects of employees’ perception of psychological contract fulfillment on their promotive and prohibitive voices through the mediation of organizational identification (OID). Furthermore, it was also recorded that the indirect effect was conditional on the employees’ perception of the relative psychological contract fulfillment which significantly moderated the direct relationship between psychological contract fulfillment and OID. However, no such effect was recorded for the moderating effect of power distance orientation between OID and the both voices. Originality/value In addressing the recently published research calls, this study broadens the horizon of existing research on psychological contract and employee positive voice by investigating the mediating and the moderating factors that influence this relationship.

Organisational relationship quality and service employee acceptance of change in SMEs: A social exchange perspective

2007 ◽  
Vol 13 (2) ◽  
pp. 114-125 ◽  
Author(s):  
Rod Farr-Wharton ◽  
Yvonne Brunetto
Keyword(s):  
Social Exchange ◽  
Service Employees ◽  
Job Productivity ◽  
Communication Processes ◽  
The Social ◽  
Employees Satisfaction ◽  
Member Exchange ◽  
The Impact ◽  
The Relationship

AbstractThe paper used a social exchange lens to explore the impact of the quality of the relationship between supervisors and service employees on individual and organisational outcomes. The findings provide further evidence that the quality of the relationship between supervisors and service employees is a significant factor - in this case explaining almost half of the reasons as to why employees accepted or rejected organisational changes. Using the social exchange lens, the theory argues that the same characteristics evident in high quality leader–member exchange (LMX) relationships (effective levels of information, feedback and respect) are also likely to provide the ideal conditions for employees' to address their fears and answer their questions about potential organisational changes. As a result, service employees are more likely to accept the organisational changes. In addition, this study suggests that approximately half of job productivity and satisfaction is affected by the way LMX firstly affects employees' satisfaction with organisational communication processes, and secondly, their acceptance of organisational changes within SMEs.

Linking Leader-Member Exchange and Employee Work Outcomes: The Mediating Role of Organizational Social and Economic Exchange

2009 ◽  
Vol 5 (3) ◽  
pp. 401-422 ◽  
Author(s):  
Raymond Loi ◽  
Yina Mao ◽  
Hang-yue Ngo
Keyword(s):  
Social Exchange ◽  
Structural Equation ◽  
Affective Commitment ◽  
Intention To Leave ◽  
Work Outcomes ◽  
Leader Member Exchange ◽  
Economic Exchange ◽  
Mediating Role ◽  
Member Exchange

This study presents and tests a framework that links leader—member exchange (LMX) with two different forms of employee–organization exchange: organizational social exchange and organizational economic exchange. We propose that these two forms of employee exchange with the organization would be the main mechanisms through which LMX affects employees’ affective commitment and intention to leave. We used structural equation modelling to analyze the data collected from 239 employees in a foreign-invested enterprise in China. Results showed that both organizational social exchange and organizational economic exchange acted as full mediators in the relationships between LMX and the two outcome variables but in different directions. Theoretical and practical implications are discussed.

scholarly journals Psychological Contract Fulfillment on Employees Reactions within the Context of Organizational Justice

2019 ◽  
Vol 2 (3) ◽  
pp. 42-57 ◽  
Author(s):  
Abdul Khaliq ◽  
Kashif Mehmood ◽  
Aamir Zamir Kamboh ◽  
Kainat Durrani ◽  
Muhammad Haidar Zarar ◽  
...  
Keyword(s):  
Longitudinal Study ◽  
Organizational Justice ◽  
Social Exchange ◽  
Psychological Contract ◽  
Positive Relationship ◽  
Exchange Relationships ◽  
Psychological Contract Fulfillment ◽  
Employee Reaction ◽  
The Impact ◽  
Employee Responses

Aim - The objective of the study was to examine the psychological contract expectations by employees and the impact of any deviation from its perceived benefits by the employees of an organization, as they occur within social exchange relationships to account for employee responses.  Methodology - This is an exploratory longitudinal study in which an investigation is made into the changes in employment obligations as perceived by employees based on the level of fulfillment of contract obligations by their employer(s).  Findings - It was deduced that an employer's inability to fulfill its contractual commitments was the foundational cause associated with the decline in cooperation of the employees to fulfill their employment obligations.  Significance - The results of the current study show that there is a significant and positive relationship between Psychological Contract Fulfilment and Employee Reaction. Results presented that there is a significant and positive relationship between Organizational Justice and Employee Reaction. Results presented that there is a significant and positive relationship between Organizational Justice and Psychological Contract Fulfilment.

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