scholarly journals PENGARUH KUALITAS HUBUNGAN SESAMA ANGGOTA TIM DAN KEPEMIMPINAN BERSAMA TERHADAP EFEKTIVITAS TIM PADA ORGANISASI PUBLIK

2018 ◽  
Vol 8 (2) ◽  
pp. 372
Author(s):  
Anjar Ramdhana ◽  
Wustari L. Mangundjaya ◽  
Ahmad Cahyo Nugroho
Keyword(s):  
Shared Leadership ◽  
Team Effectiveness ◽  
Team Member ◽  
Functional Integration ◽  
Team Process ◽  
Team Member Exchange ◽  
Member Exchange ◽  
Group Members ◽  
Points Of View ◽  
Group Member

Abstract. This study aims to examine the effect of team member exchange qualities and shared leadership on team effectiveness in order to describe cross-functional integration conditions in public organizations. Cross-functional integration on these research explained with two points of view, as a group members behavior and as a team process. Cross-functional integration as a group members behavior established if (1) team member exchange qualities positively affects shared leadership; and (2) shared leadership positively affects team effectiveness. Cross-functional integration as a team process established if team member exchange qualities affects on team effectiveness through shared leadership. The study was conducted on Directorate A, B and C, with totally 90 respondents. The research method used regression analysis and path analysis. The results showed (1) team member exchange qualities positively affect shared leadership on Directorate A, B and C; (2) shared leadership positively affects team effectiveness on Directorate B and C; and (3) team member exchange qualities positively affects team effectiveness through shared leadership on Directorate C. Based on those results, we can conclude that cross-functional integration as group member behavior established in Directorate B and C, and cross-functional integration as a team process established only in Directorate C.

The influence of dispositions and shared leadership on team–member exchange

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Rebecca S. Lau ◽  
Gordon W. Cheung ◽  
Helena D. Cooper–Thomas
Keyword(s):  
Work Engagement ◽  
Shared Leadership ◽  
Team Member ◽  
Negative Effects ◽  
Content Type ◽  
Individual Level ◽  
Positive Effects ◽  
Propensity To Trust ◽  
Team Member Exchange ◽  
Member Exchange

PurposeThis study aims to examine two individual dispositions, propensity to trust and reciprocation wariness, as antecedents of team–member exchange (TMX) and how shared leadership moderates these relationships. It also investigates work engagement as a consequence of TMX.Design/methodology/approachData were collected from 175 employees in 42 teams; a multilevel random slope model was used to test the moderating effect of shared leadership at the team level and across levels.FindingsShared leadership provides a boundary condition for the relationships from propensity to trust and reciprocation wariness to work engagement through TMX. At the individual level, the positive effects of propensity to trust and negative effects of reciprocation wariness on TMX, and their indirect effects on work engagement through TMX, were weaker at higher shared leadership. At the team level, the positive relationship between propensity to trust and TMX was unconditional on shared leadership, whereas the relationship between reciprocation wariness and TMX was moderated by shared leadership. At the team level, shared leadership had positive effects on TMX and work engagement.Practical implicationsManagers can adopt shared leadership to encourage social exchanges among team members to enhance TMX and work engagement.Originality/valueThe study extends the TMX research by investigating dispositions as antecedents and work engagement as a consequence at both individual and team levels. It also identifies the moderating role played by team-level shared leadership, which provides a strong situation supporting reciprocal interactions.

The Role of Team–Member Exchange in Proactive Personality and Employees’ Proactive Behaviors: The Moderating Effect of Transformational Leadership

2021 ◽  
pp. 154805182110348
Author(s):  
Fong-Yi Lai ◽  
Cheng-Chen Lin ◽  
Szu-Chi Lu ◽  
Hsiao-Ling Chen
Keyword(s):  
Transformational Leadership ◽  
Team Member ◽  
Proactive Personality ◽  
Moderating Effect ◽  
Future Research ◽  
Proactive Behavior ◽  
Team Member Exchange ◽  
Member Exchange ◽  
Proactive Behaviors

This study conceptualizes team–member exchange as a mediator and transformational leadership as a moderator to understand the role of proactive personality in two types of proactive behaviors (affiliative and challenging). Considering the issue of common method variance, data were collected following a multitemporal and multisource research design, and the hypotheses were tested on a sample of 210 participants. The results showed that after controlling leader–member exchange, team–member exchange mediated the relationship between proactive personality and employees’ proactive behaviors. In addition, transformational leadership strengthened the positive relationship between the team–member exchange and challenging proactive behavior. Moreover, transformational leadership had a stronger moderating effect on challenging proactive behavior than affiliative proactive behavior. Strengths, limitations, practical implications, and directions for future research are discussed.

Supportive leadership and job performance: Contributions of supportive climate, team-member exchange (TMX), and group-mean TMX

2021 ◽  
Vol 134 ◽  
pp. 661-674
Author(s):  
Kyoung Yong Kim ◽  
Leanne Atwater ◽  
Phillip Jolly ◽  
Ijeoma Ugwuanyi ◽  
Kibok Baik ◽  
...  
Keyword(s):  
Job Performance ◽  
Team Member ◽  
Supportive Leadership ◽  
Team Member Exchange ◽  
Member Exchange

Team Member Exchange Interview Guide

2008 ◽  
Author(s):  
Herman H. M. Tse ◽  
Marie T. Dasborough
Keyword(s):  
Team Member ◽  
Interview Guide ◽  
Team Member Exchange ◽  
Member Exchange
Sign in / Sign up

Export Citation Format

Share Document