scholarly journals Conceptualizing the impact of Leader-member Exchange in non-profit and religious organisations: The case of waqf institutions in Malaysia

2019 ◽  
Vol 7 (3) ◽  
pp. 71
Author(s):  
Sharfizie Mohd Sharip ◽  
Marinah Awang ◽  
Ramlee Ismail
Keyword(s):  
Past Research ◽  
Positive Outcome ◽  
Potential Effect ◽  
Leader Member Exchange ◽  
Non Profit ◽  
Lmx Theory ◽  
Member Exchange ◽  
The Impact

While a great discussion on past research done to investigate the impact on Leader-Member Exchange (LMX) in producing the positive outcome of the management, relatively little research has been done conducted to examine the link between LMX to the effectiveness of the management particularly in a religious based non-profit organization in a Malaysia setting. Meanwhile, a discussion on LMX of the non-profit organisation is not explicitly religious based as the discussion on Malaysia institution, and specifically among non-profit organisation religious based is lacking. Thus, the objective of this study to address the issue of communication among leader-member via LMX theory and to propose potential effect to the effectiveness of the management particularly in a religious based non-profit organisation, specifically in Waqf institutions in the Malaysian setting.

scholarly journals Meta-analysis of outcomes of leader–member exchange in hospitality and tourism: what does the past say about the future?

2020 ◽  
Vol 32 (6) ◽  
pp. 2155-2173 ◽  
Author(s):  
Wen Chang ◽  
Anyu Liu ◽  
Xuhui Wang ◽  
Bowen Yi
Keyword(s):  
Meta Analysis ◽  
Tourism Industry ◽  
Leader Member Exchange ◽  
Content Type ◽  
Industry Sector ◽  
Lmx Theory ◽  
Member Exchange ◽  
Hospitality And Tourism ◽  
Hospitality And Tourism Industry ◽  
The Impact

Purpose Leader–member exchange (LMX) theory is particularly relevant to the hospitality and tourism industry due to its labor-intensive and service-focused nature. However, the hospitality literature regarding the impact of LMX on its various outcomes have inconsistent results. A holistic review of LMX studies is nonexistent in the current literature. Thus, the purpose of this study is to use a meta approach to quantitatively summarize and examine the relationship between LMX and its outcomes in the hospitality and tourism literature. Design/methodology/approach A total of 89 individual observations from 36 studies conducted between 1997 and 2018 were identified. A Bayesian random effect model was introduced into the hospitality and tourism literature for the first time to implement the meta-analysis. Findings The results suggest significant differences in the impact of LMX on various groups of outcomes. LMX has the strongest impact on firms’ practice-related outcomes, such as organizational justice and employee empowerment. Few moderators are identified on the impact of LMX, such as LMX measure, culture, industry sector and statistical method. Practical implications Findings yielded several recommendations for both hospitality researchers and organizations in developing LMX related studies, as well as managing employees. Originality/value This study is the first Bayesian meta-analysis in the hospitality and tourism literature; it complements LMX theory by linking it to cognitive appraisal theory. Specific characteristics of LMX in the hospitality and tourism industry, such as the measurement of LMX and the effect of industry sector, are also identified.

When Caring Leaders Are Constrained: The Impact of LMX Differentiation on Leader Empathic Concern in Predicting Discretionary Work Behaviors

2018 ◽  
Vol 26 (1) ◽  
pp. 5-17 ◽  
Author(s):  
Jeffrey J. Haynie ◽  
John Baur ◽  
John N. Harris ◽  
Stanley G. Harris ◽  
K. Nathan Moates
Keyword(s):  
Empathic Concern ◽  
Leader Member Exchange ◽  
Work Behaviors ◽  
High Quality ◽  
Future Directions ◽  
Lmx Theory ◽  
Member Exchange ◽  
Empathic Leadership ◽  
The Impact ◽  
Quality Relationships

Empathic leaders often create high-quality relationships with their subordinates, and these relationships are suggested to increase several beneficial outcomes for employees and organizations alike. Yet leader–member exchange (LMX) theory suggests that leaders do not have such high-quality relationships with each of their subordinates, leading to varying levels of LMX differentiation. We examine how leaders’ empathic concern, a trait-based assessment of leader empathy, may incite additional discretionary efforts in the form of assisting coworkers with interpersonal facilitation and taking on additional tasks with job dedication. However, we suggest that when these empathic leaders are constrained, it reduces their ability to form high-quality relationships with all of their subordinates, resulting in high LMX differentiation. This LMX differentiation is expected to influence empathic leaders’ ability to motivate their followers to engage in altruistic behaviors. In a field study of workplace groups, we find that leader empathic concern positively affects interpersonal facilitation and job dedication only when LMX differentiation is low, providing support for our contention that the effects of empathic leadership may be situationally constrained. Findings and future directions are discussed.

Differentiatie door coaches binnen amateursportteams: terecht of onterecht?

2007 ◽  
Vol 20 (4) ◽  
Author(s):  
Wim van Breukelen ◽  
Wendy Wesselius
Keyword(s):  
Team Performance ◽  
Differential Treatment ◽  
Working Relationships ◽  
Leader Member Exchange ◽  
Sports Teams ◽  
Team Members ◽  
Lmx Theory ◽  
Member Exchange ◽  
Relevant Topic ◽  
And Performance

Differential treatment by coaches of amateur sports teams: right or wrong? Differential treatment by coaches of amateur sports teams: right or wrong? J.W.M. van Breukelen & W. Wesselius, Gedrag & Organisatie, volume 20, November 2007, nr. 4, pp. 427-444 A central assumption in the Leader-Member Exchange (LMX) theory is that leaders do not adopt a single style towards all members of their work unit, but treat the various team members differently. This may result in different kinds of working relationships between the leader and the various members ranging from formal to intense. The effects of these different LMX relationships are visible in important outcome variables such as job satisfaction and performance. Not only in working organizations but also in the context of sports differential treatment by the coach seems a relevant topic. In this article we describe the results of a field study among the players (N = 218) of 21 amateur sports teams. Firstly, we investigated on which aspects the coaches of these teams differentiated between the various team members and how these incidents of differential treatment were experienced by the players in terms of justice and fairness. In addition, we analyzed whether the frequency and evaluation of differential treatment was related to the players' enthusiasm and to team atmosphere and team performance. Social differentiation was appreciated less than task differentiation. Especially task differentiation proved to be important for team performance.

scholarly journals TO EXAMINE LEADER-MEMBER EXCHANGE AS MODERATING VARIABLE ON THE INFLUENCE OF EMPLOYEE PSYCHOLOGICAL UNCERTAINTY TOWARD EMPLOYEES’ JOB SATISFACTION AND TURNOVER INTENTION

2019 ◽  
Vol 1 (1) ◽  
Author(s):  
Muhammad Zakiy
Keyword(s):  
Job Satisfaction ◽  
Organizational Change ◽  
Turnover Intention ◽  
Negative Influence ◽  
Positive Influence ◽  
Leader Member Exchange ◽  
Member Exchange ◽  
Relationship Of ◽  
The Impact

The studies revealed that organizational change could create employee’s psychological uncertainty. However, this study argues that the quality of leader-member exchange enables to control the impact of the psychological uncertainty during the change toward employee’s attitude. This study represents job satisfaction and turnover intention as proxy of employee’s attitude for that matter. Based on social exchange theory, quality relationship of leader and employees affects on the relationship of psychological uncertainty and employee’s job satisfaction and turnover intention. This study selected private hospitals experiencing the changes of operational system for complying with national health security system. This study conducted cross-section survey for individual level-analysis. This study produces some findings. Firstly, the LMX has been failed to reduce the negative influence of psychological uncertainty towards employee’s job satisfaction, although the quality of the LMX was good. employee’s job satisfaction is more perceived as  personal afective state experienced during the organizational change. Secondly, the LMX has been successfully moderated the positive influence of the psychological uncertainty towards employee’s turnover intention.The data were collected by using questioners, distributed to the employees who worked in hospitals in Yogyakarta Province. There were 193 questioners that could be collected and analyzed by using Moderated Regression Analysis (MRA) to test the hypothesis by using SPSS application version 21. The result of the study shows that psychological uncertainty had negative correlation to employee’s job satisfaction and positive influence to psychological uncertainty toward turnover intention. Besides, LMX was proven to moderate positive influence of psychological uncertainty toward turnover intention, but it could not moderate negative influence of psychological uncertainty toward job satisfaction. 

scholarly journals Leader–Follower Congruence in Work Engagement and Leader–Member Exchange: The Moderating Role of Conscientiousness of Followers

2021 ◽  
Vol 12 ◽  
Author(s):  
Yanhua Ye ◽  
Ziwen Wang ◽  
Xiaowei Lu
Keyword(s):  
Work Engagement ◽  
Negative Relationship ◽  
Leader Member Exchange ◽  
Future Directions ◽  
Lmx Theory ◽  
Person Environment Fit ◽  
Work Tasks ◽  
Member Exchange ◽  
The Relationship

Extant research has investigated the relationship between work engagement and various outcomes, such as job performance and organizational commitment, neglecting the effect of work engagement on social relationships at work. Drawing upon person-environment fit theory and LMX theory, the present study aims to examine the effect of (in)congruence between leader and follower work engagement on leader–member exchange (LMX) and the moderating effect of conscientiousness. About 273 employees and 72 leaders participated in this study and completed the measurements of work engagement, conscientiousness, and LMX at two time points. Using cross-level polynomial regressions, we found that, compared with incongruent work engagement, employees perceived high levels of LMX quality when their work engagement was aligned with that of their leaders. Regarding the congruence, the employees reported higher levels of LMX when congruence in work engagement was at higher rather than lower levels. Regarding the incongruence, when the employees engaged less in their work tasks than their leaders, they were more likely to experience lower LMX. Moreover, the negative relationship between incongruence in leader and follower work engagement and LMX was mitigated when followers were more conscientious. All our hypotheses were supported. Both theoretical and practical implications for work engagement as well as future directions are discussed.

Leader mindfulness and employee creativity: The importance of leader–member exchange

2021 ◽  
Vol 49 (9) ◽  
pp. 1-9
Author(s):  
Huwa Tan ◽  
Zhou Wang ◽  
Jiaxin Huang
Keyword(s):  
Structural Equation Modeling ◽  
Structural Equation ◽  
Equation Modeling ◽  
Leader Member Exchange ◽  
Manufacturing Companies ◽  
Employee Creativity ◽  
High Quality ◽  
Member Exchange ◽  
The Impact

The main objective of this study was to clarify the mechanisms through which leader mindfulness enhances employee creativity, and we proposed that leader–member exchange (LMX) would act as a mediator of this relationship. To test our hypotheses we conducted a survey with 329 subordinates and 51 supervisors employed at three large manufacturing companies in China. The results of structural equation modeling show that the association of leader mindfulness with employee creativity was positive, and that LMX partially mediated this link. This study provides useful insights in explaining the impact that leader mindfulness has on employee creativity by focusing on LMX as a mediator. Our findings indicate that organizations should take leader mindfulness into account, and that managerial interventions should be implemented to establish high-quality LMX relationship.

Sign in / Sign up

Export Citation Format

Share Document