The Influence of Leader-Member Exchange on Psychological Ownership : Mediating Effect of Organizational-Based Self–Esteem

2017 ◽  
Vol 20 (4) ◽  
pp. 51-73
Author(s):  
Kwon Insu ◽  
Moonkyo Seo ◽  
Byoungki Koh
Keyword(s):  
Self Esteem ◽  
Mediating Effect ◽  
Psychological Ownership ◽  
Leader Member Exchange ◽  
Member Exchange

The mediating effect of leader–member exchange on the relationship between Theory X and Y management styles and affective commitment: A multilevel analysis

2012 ◽  
Vol 18 (2) ◽  
pp. 159-174 ◽  
Author(s):  
Faruk Şahin
Keyword(s):  
Affective Commitment ◽  
Management Style ◽  
Mediating Effect ◽  
Future Research ◽  
Leader Member Exchange ◽  
Management Styles ◽  
Member Exchange ◽  
The Relationship ◽  
Theory Y ◽  
Theory X

AbstractThe purpose of the present study was to investigate the relationship between McGregor's Theory X and Y management styles and affective commitment through the mediating mechanism of the leader–member exchange (LMX). Adopting a multilevel perspective to explain the complex relations among variables, data were collected from 56 supervisors and 173 subordinates from yacht building companies in Turkey. The results indicated that the Theory Y management style related positively to affective commitment and LMX. In addition, the results indicated that LMX partially mediated the relationship between the Theory Y management style and affective commitment. However, the Theory X management style had no relationships with either LMX or affective commitment. Implications for future research and practice are discussed.

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.

The mediating effect of leader–member exchange on the relationship between Theory X and Y management styles and affective commitment: A multilevel analysis

2012 ◽  
Vol 18 (2) ◽  
pp. 159-174 ◽  
Author(s):  
Faruk Şahin
Keyword(s):  
Affective Commitment ◽  
Management Style ◽  
Mediating Effect ◽  
Future Research ◽  
Leader Member Exchange ◽  
Management Styles ◽  
Member Exchange ◽  
The Relationship ◽  
Theory Y ◽  
Theory X

AbstractThe purpose of the present study was to investigate the relationship between McGregor's Theory X and Y management styles and affective commitment through the mediating mechanism of the leader–member exchange (LMX). Adopting a multilevel perspective to explain the complex relations among variables, data were collected from 56 supervisors and 173 subordinates from yacht building companies in Turkey. The results indicated that the Theory Y management style related positively to affective commitment and LMX. In addition, the results indicated that LMX partially mediated the relationship between the Theory Y management style and affective commitment. However, the Theory X management style had no relationships with either LMX or affective commitment. Implications for future research and practice are discussed.

The mediating effect of LMX in the relationship between school bureaucratic structure and teachers’ proactive behavior

2017 ◽  
Vol 38 (6) ◽  
pp. 780-793 ◽  
Author(s):  
Yusuf Cerit
Keyword(s):  
Mediating Effect ◽  
School Structure ◽  
Leader Member Exchange ◽  
Proactive Behavior ◽  
Content Type ◽  
Enabling School Structure ◽  
Member Exchange ◽  
Taking Charge ◽  
Bureaucratic Structure

Purpose The purpose of this paper is to examine the mediating effect of leader-member exchange on school bureaucratic structure and teachers’ proactive behavior. Design/methodology/approach The study was carried out in elementary schools in Turkey. Classroom teachers proactive behavior was measured using the taking charge scale developed by Morrison and Phelps (1999), school bureaucratic structure was measured using enabling school structure scale developed by Hoy and Sweetland (2000), and LMX quality was measured using the seven-item LMX scale developed by Graen ve Uhl-bien (1995). Findings It was found that school bureaucratic structure had both directly and indirectly effect on teachers proactive behavior via leader-member exchange. Research limitations/implications This study contributes to complete proactive behavior literature by investigating how such behavior is related to the quality of LMX relationships and school bureaucratic structure. The investigation of these relationships is likely to advance understanding of the consequences of teachers’ proactive behavior. Originality/value This research combines prior research streams by jointly exploring bureaucratic school structure and the quality of LMX relationships as predictors of teachers’ proactive behaviors.

scholarly journals A Moderated-Mediation Analysis of Organizational Justice and Leader-Member Exchange: Cross-Validation With Three Sub-samples

2021 ◽  
Vol 12 ◽  
Author(s):  
Or Shkoler ◽  
Aharon Tziner ◽  
Cristinel Vasiliu ◽  
Claudiu-Nicolae Ghinea
Keyword(s):  
Organizational Justice ◽  
Cultural Context ◽  
Work Motivation ◽  
Moderated Mediation ◽  
Mediating Effect ◽  
Data Consistency ◽  
Counterproductive Work Behaviors ◽  
Future Research ◽  
Leader Member Exchange ◽  
Member Exchange

In an increasingly competitive work world, managers—whose links with subordinates, and their perceptions thereof, are critical components in that relationship—need to monitor employees' mindsets to facilitate their productivity. Our paper investigates organizational justice perceptions as an antecedent to two important outcomes: organizational citizenship behaviors and counterproductive work behaviors. The moderating effect of leader-member exchange and the mediating effect of work motivation were incorporated into a parsimonious moderated-mediation model designed to assist managers in achieving the stated objective. The model was tested on 3,293 Romanian workers, randomly divided into sub-samples of 1,098, 1,098, and 1,097 participants. Indicating high data consistency and credibility for the most part, in each sub-group, all the variables associated as predicted, with the notable exception of LMX. Implications, limitations, and suggestions for future research are discussed, with emphasis on the investigation's cultural context.

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