scholarly journals Locus of Control, Sources of Motivation, and Mental Boundaries as Antecedents of Leader–Member Exchange Quality

2010 ◽  
Vol 106 (1) ◽  
pp. 175-188 ◽  
Author(s):  
John E. Barbuto ◽  
Dayna Finch Weltmer ◽  
Lisa A. Pennisi
Keyword(s):  
Locus Of Control ◽  
Field Study ◽  
Self Concept ◽  
Elected Officials ◽  
Leader Member Exchange ◽  
Study Analysis ◽  
Internal Motivation ◽  
Direct Reports ◽  
Member Exchange

In this study were examined leaders' and members' scores on locus of control, sources of motivation, and mental boundaries to predict the quality of leader–member exchanges. 80 elected officials and their 388 direct reports were sampled in a field study. Analysis indicated followers' scores on locus of control, leaders' scores of self-concept internal motivation, leaders' scores on locus of control, and followers' rated goal-internalization motivation were positively related to leader–member exchanges. Implications and directions for research are discussed.

Great minds think alike: does leader-follower similarity in construal level of the work enhance leader-member exchange quality?

2022 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Sevgi Emirza ◽  
Alev Katrinli
Keyword(s):  
Mental Representation ◽  
Current Knowledge ◽  
Interpersonal Relationship ◽  
Survey Study ◽  
Construal Level ◽  
Leader Member Exchange ◽  
Content Type ◽  
Member Exchange

PurposeThe purpose of this study is to investigate whether leader-follower similarity in construal level of the work, which indicates the degree of abstraction applied to mental representation of the work, influences the quality of interpersonal relationship at work.Design/methodology/approachFirst, an interview study was conducted to adapt the work-based construal-level (WBCL) scale. Then, a survey study was conducted for hypothesis testing. Data collected from 245 matched supervisor-subordinate dyads were analyzed using multi-level modeling.FindingsResults revealed that dyadic similarity in work-domain construal level is positively related to leader-member exchange (LMX) quality. As a leader and a follower become similar to each other in terms of mental representation (i.e. construal level) of work, they experience higher relationship quality.Originality/valueThis study enhances the current knowledge of the role of cognition and cognitive similarity in leadership processes.

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. 

Idiosyncratic Deals to Employee Outcomes: Mediating Role of Social Exchange Relationships

2018 ◽  
Vol 25 (4) ◽  
pp. 443-455 ◽  
Author(s):  
Satvir Singh ◽  
Prajya R. Vidyarthi
Keyword(s):  
Social Comparison ◽  
Social Exchange ◽  
Organizational Citizenship Behavior ◽  
Organizational Support ◽  
Citizenship Behavior ◽  
Leader Member Exchange ◽  
Employee Outcomes ◽  
Idiosyncratic Deals ◽  
Member Exchange

The individualized work-related agreements known as idiosyncratic deals (i-deals), which are negotiated between the employee and the employer, has been shown to affect employee outcomes. In this study, we suggest that social comparison theory, in addition to social exchange theory, can be used to explain the effect of i-deals on employee outcomes. This study explains the process through which i-deals lead to positive employee outcomes in the form of increased employee job satisfaction, organizational citizenship behavior, job performance, and reduced employee turnover. We hypothesized that employees’ perceived organizational support (POS), quality of relationship with the supervisor known as leader–member exchange (LMX), and quality of the relationship with the supervisor in comparison to others in the group termed as leader–member exchange social comparison (LMXSC) mediates the relationships between i-deals to outcomes. In a sample of 338 faculty employees nested in 49 departments from a private university, we found support for direct relationships between i-deals, outcomes, and mediators (POS, LMX, and LMXSC). We also found partial support for the mediation of LMX and LMXSC. The theoretical and practical implications of results are discussed.

scholarly journals The Correlation between Leader–Member Exchange and Organisational Commitment among Spanish Registered Nurses: The Moderating Role of Sex and Hospital Size

2020 ◽  
Vol 17 (3) ◽  
pp. 721
Author(s):  
Nieves López-Ibort ◽  
Delia González-de la Cuesta ◽  
Teresa Antoñanzas-Lombarte ◽  
Ana Gascón-Catalán
Keyword(s):  
Registered Nurses ◽  
Interpersonal Relationship ◽  
Leader Member Exchange ◽  
Organisational Commitment ◽  
Hospital Size ◽  
Organisational Support ◽  
Member Exchange ◽  
Perceived Organisational Support

The role of the supervisor in hospitals is to oversee and encourage the active work participation of registered nurses. In this context, leadership should be focused on the creation of a positive environment for the generation of high-quality care and the development of attitudes that have a beneficial influence on the work of the registered nurse. The aims of this study have been: (i) To verify if the quality of the supervisor–nurse interpersonal relationship was correlated with organisational commitment; (ii) to establish if the correlation could be moderated by empowerment, perceived organisational support, and leader–leader exchange. A cross-sectional survey with self-report questionnaires was performed. A total of 2541 registered nurses from nine public hospitals participated in the study. They completed scales measuring leader–member exchange, commitment, empowerment, perceived organisational support, and leader–leader exchange. There was a positive correlation between the quality of the leader–member exchange and commitment. Leader–leader exchange has a moderating effect on this relationship. The moderating effects of empowerment, perceived organisational support, and leader–member exchange on the supervisor–nurse interpersonal relationship and the nurse’s organisational commitment are influenced by sex and/or hospital size. Organisations should design supervisor training strategies aimed at establishing high-quality supervisor–nurse interpersonal relationships.

scholarly journals The Effect of Leader-Member Exchange on Innovative Work Behavior in the Saudi Hospitality

2017 ◽  
Vol 12 (6) ◽  
pp. 189 ◽  
Author(s):  
Abdulrahman Alsughayir
Keyword(s):  
Work Behavior ◽  
Leader Member Exchange ◽  
Employee Behavior ◽  
Innovative Work Behavior ◽  
Member Exchange ◽  
Innovative Work ◽  
Hospitality Sector ◽  
Hotel Sector ◽  
High Level

This study investigated whether a relationship exists between leader–Member exchange (LMX) and innovative work behavior (IWB) of hotel sector employees in the territory of Riyadh. LMX’s overall effect on innovative employee work behavior can be seen in the values of R2 = 0.655 and adjusted R2 =0.423. Overall, the results explain 65 percent of the variation in innovative employee behavior, which represents a satisfactory and positive result for the study and supported the study’s hypotheses. One aim of the study was to improve our understanding of the effect that LMX has on IWB among the hospitality sector in Riyadh. LMX was found to be an important antecedent of IWB, and a high level of quality of LMX between employees and supervisors will inspire employees to be increasingly innovative while working.

Employee Exit, Voice, Loyalty, and Neglect in Response to Dissatisfying Organizational Situations: It Depends on Supervisory Relationship Quality

2016 ◽  
Vol 57 (1) ◽  
pp. 30-51 ◽  
Author(s):  
Jaesub Lee ◽  
Amy L. Varon
Keyword(s):  
Relationship Quality ◽  
Strategic Communication ◽  
Response Strategy ◽  
Leader Member Exchange ◽  
Supervisory Relationship ◽  
High Quality ◽  
Member Exchange ◽  
And Gender ◽  
Complex Relationships

This study examined, via a field experiment, the extent to which the quality of leader-member exchange (LMX) and gender affect employees’ enactment of exit, voice, loyalty, and neglect (EVLN) strategies in response to the dissatisfying situation of injustice in the workplace. Findings showed that, when faced with a dissatisfying situation, employees in high-quality LMXs are less likely to engage in exit and neglect behaviors, but more likely to practice loyalty behaviors than their peers in low-quality LMXs. Voice behaviors, the most preferred response strategy, appear to have much more complex relationships with LMX quality than other strategic communication responses. No gender difference was detected. Furthermore, gender did not moderate the way that the quality of LMX influences the use of EVLN strategies.

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