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.

The Effects of Perceived Organizational Support and Leader-Member Exchange on Contextual Performance

2019 ◽  
pp. 18-35
Author(s):  
Çağlar Doğru
Keyword(s):  
Social Exchange ◽  
Organizational Support ◽  
Social Exchange Theory ◽  
Perceived Organizational Support ◽  
Contextual Performance ◽  
Leader Member Exchange ◽  
Bank Branches ◽  
Positive Effects ◽  
Member Exchange ◽  
Positive Effect

In this research, the relationship between perceived organizational support (POS) and leader- member exchange (LMX) with contextual performance is analyzed on the basis of social exchange theory and the norm of reciprocity. To achieve this, data was collected from 314 employees working in twenty-five bank branches in Ankara, Turkey. According to the correlation analysis, it has been found statistically significant that POS and LMX have positive relationships with contextual performance. Besides, affect, loyalty, contribution and professional respect dimensions of LMX have positive and significant relationships in terms of statistics with contextual performance. According to multiple regression analysis, the positive effect of POS on contextual performance has been found statistically significant. Similarly, the positive effect of LMX on contextual performance has been found statistically significant, too. Again, it has been identified that the positive effects of affect, loyalty, contribution and professional respect dimensions of LMX on contextual performance are statistically significant.

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. 

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.

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.

scholarly journals Leader-Member Quality Relationship, Perceived Organizational Support and Employee Voice Behavior: Moderating Role of Core Self-Evaluation

2017 ◽  
Vol 3 (2) ◽  
pp. 16
Author(s):  
Qura-Tul-Aain Khair
Keyword(s):  
Social Exchange ◽  
Personality Trait ◽  
Organizational Support ◽  
Social Exchange Theory ◽  
Perceived Organizational Support ◽  
Exchange Theory ◽  
Employee Voice ◽  
Self Evaluation ◽  
Core Self ◽  
Quality Relationships

Abstract— The purpose of this research is to investigate the impact of relational exchange and individual differences on the employee voice. In the light of social exchange theory, the present study proposed the relationship between Leader-member quality relationships and employee voice. This study explains ‘how’ this relationship establishes and ‘why’ this relationship keeps carrying on. It has been proposed that perception of organizational support mediates the association between leader-member quality relationships and employees’ promotive and prohibitive voice behaviors. Moreover, personality trait is another important factor which is inseparable from developing perceptions and behaviors. The perceptions about organizational support and the strength of raising voice can be highly predictable by individual’s personality traits. So, this study has undertaken core self-evaluation as personality trait and explores people having different core self-evaluation (CSE) shows different strengths for promotive and prohibitive voicing based on leader-member quality relationships (LMQR) and perceived organizational support (POS).    Index Terms-- Leader-member relationship, perceived organizational support, employee voice, core self-evaluation and social exchange theory

Fostering Creativity and Work Engagement Through Perceived Organizational Support: The Interactive Role of Stressors

SAGE Open ◽  
2021 ◽  
Vol 11 (3) ◽  
pp. 215824402110469
Author(s):  
Aneeq Inam ◽  
Jo Ann Ho ◽  
Hina Zafar ◽  
Unaiza Khan ◽  
Adnan Ahmed Sheikh ◽  
...  
Keyword(s):  
Social Exchange ◽  
Work Engagement ◽  
Organizational Support ◽  
Structural Equation ◽  
Social Exchange Theory ◽  
Perceived Organizational Support ◽  
Equation Modeling ◽  
Employee Creativity ◽  
Fostering Creativity ◽  
The Relationship

The increasing interest of organizations in innovating and surviving during stressful work environments has led scholars to ponder ways to increase employee’s creativity. The study aims to empirically examine the relationship between perceived organizational support (POS) and employee creativity through work engagement and the moderating effect of challenge and hindrance stressors. The theoretical lens of social exchange theory was used to explain the study framework. Data was collected from 324 marketing personnel of the beverage and telecom sector in Pakistan and analyzed using structural equation modeling (SEM) with AMOS. The findings revealed that the direct relationship between POS with work engagement and employee creativity and work engagement with employee creativity was significant. Interestingly, the moderator has shown a prominent effect, which illustrated that low hindrance stressors strengthened the relationship between POS and work engagement. The study contributes by enhancing the employee’s creativity by reducing stressful working environments in many ways.

Give and Take: Needed Updates to Social Exchange Theory

2018 ◽  
Vol 11 (3) ◽  
pp. 493-498 ◽  
Author(s):  
Helena D. Cooper-Thomas ◽  
Rachel L. Morrison
Keyword(s):  
Social Exchange ◽  
Organizational Citizenship ◽  
Organizational Support ◽  
Social Exchange Theory ◽  
Exchange Theory ◽  
Counterproductive Work Behaviors ◽  
Work Behaviors ◽  
Workplace Relationships ◽  
Citizenship Behaviors ◽  
Member Exchange

In their focal article, Chernyak-Hai and Rabenu (2018) argue that social exchange theory (SET) needs an update, and in this they are aligned with Cropanzano, Anthony, Daniels, and Hall's (2017) recent critical review of SET. Drawing on Chernyak-Hai and Rabenu's research, we explore two issues in more depth: first, that work relationships are becoming more complex than can be represented by simple dyadic reciprocity; and second, that the context of work is changing rapidly, with implications for workplace relationships. In exploring the ideas put forward by Chernyak-Hai and Rabenu, we draw on Cropanzano et al.’s two-dimensional model of social exchange, with the first dimension being desirable (positive) resources contrasted with undesirable (negative) ones, and the additional dimension being active (exhibit) behavior versus passive (withdraw) behavior. The first valence-oriented dimension fits clearly with the four foci of Chernyak-Hai and Rabenu's research, which cover both positive constructs, namely leader–member exchange (LMX), perceived organizational support and loyalty, and organizational citizenship behaviors (OCB), as well as negative constructs of perceived organizational politics and counterproductive work behaviors (CWB). The second, behavioral dimension proposed by Cropanzano et al. adds useful theoretical specificity that may address Chernyak-Hai and Rabenu's contention that SET needs updating to account for changes in how employees work and how organizations function.

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