Leader-Member Exchange (LMX) Impact on Work-Home Interference in a South African Commuter Transport Engineering Company

2019 ◽  
Vol 43 ◽  
Author(s):  
Jan Christoff Visagie ◽  
Michael M. Jones ◽  
Herman L. Linde
Keyword(s):  
South African ◽  
Structural Equation ◽  
Pearson Correlation ◽  
Correlation Coefficients ◽  
Leader Member Exchange ◽  
Negative Consequences ◽  
Dyadic Relationship ◽  
Cross Sectional ◽  
Engineering Company ◽  
Member Exchange

The South African workplace is confronted with many leadership challenges, specifically those relating to the employment relationship between subordinates and their supervisors. A high-quality relationship is essential, considering the work-family spillovers employees experience. Limited research has been conducted on the potential positive and negative consequences of the leader-member exchange (LMX) dyadic relationship. In this study, we used a cross-sectional research design, and drew an employee sample (N = 120) from a commuter transport engineering company. A five-point Likert scale was employed and statistical analyses were carried out using the SAS statistical program. We calculated Pearson correlation coefficients and used structural equation modelling to test the proposed conceptual model to indicate possible correlations between the different variables. The main finding of the study was that the nature of the LMX relationship quality in the relevant company appeared to be high and positively related to work-home enrichment but negatively related to work-home conflict and role overload. The article concludes by making a number of suggestions to respond to challenges.

scholarly journals THE EFFECT OF EMPOWERING LEADERSHIP ON INTRINSIC MOTIVATION: THE ROLE OF PSYCHOLOGICAL EMPOWERMENT AS A MEDIATION

2020 ◽  
Vol 2 (2) ◽  
Author(s):  
Venita Putri Utami ◽  
Muhammad Zakiy
Keyword(s):  
Employee Engagement ◽  
Work Engagement ◽  
Structural Equation ◽  
Positive Impact ◽  
Employee Performance ◽  
Positive Influence ◽  
Equation Modeling ◽  
Leader Member Exchange ◽  
Cross Sectional ◽  
Member Exchange

Closeness and compatibility between leaders and subordinates significantly affect the comfort of work, which results in employee performance. Through satisfaction in working, it can create employee engagement, which can contribute to improving employee performance. This study aims to determine the effect of leader-member exchange and personal supervisor fit on employee performance mediated by work engagement on Syariah Bank employees in the Special Region of Yogyakarta. The sample in this study amounted to 132 employees using purposive sampling techniques whose data collection uses cross-sectional analysis with the level of analysis of individual samples. This research uses Structural Equation Modeling (SEM) to analyze the data. The results showed that the leader-member exchange and person supervisor fit had a positive effect on work engagement, and work engagement had a positive impact on employee performance. Also, this study demonstrates that work engagement is able to mediate the positive influence of leader-member exchange and person supervisor fit on employee performance. For this reason, it can be said that work engagement is an antecedent that shapes employee performance, which is preceded by leader-member exchange and person supervisor fit.

Leader-member exchange and leader identification: comparison and integration

2018 ◽  
Vol 33 (2) ◽  
pp. 122-141 ◽  
Author(s):  
Jie Li ◽  
Stacie Furst-Holloway ◽  
Suzanne S. Masterson ◽  
Larry M. Gales ◽  
Brian D. Blume
Keyword(s):  
Leadership Styles ◽  
Social Exchange ◽  
Structural Equation ◽  
Relative Weight ◽  
Equation Modeling ◽  
Leader Member Exchange ◽  
Cross Sectional ◽  
Content Type ◽  
Member Exchange ◽  
Taking Charge

Purpose The purpose of this paper is to compare and integrate leader-member exchange (LMX) and leader identification (LID) as concurrently functioning mediators between three leadership styles (individual-focused transformational, contingent reward, and benevolent paternalistic) and two citizenship behaviors (helping and taking charge). Design/methodology/approach Data included 395 stable, independent leader-follower dyads from numerous Chinese organizations. Partial least squares structural equation modeling and relative weight analysis were used in data analyses. Findings In established, steady-state leader-member alliances, LMX was the dominant explanation between various leadership styles and helping; whereas LID explained leadership effects on taking charge. Three-stage indirect effects of leadership-LMX-LID-taking charge were found. Also, LMX and LID related to the three focal leadership styles in distinct ways. Research limitations/implications Limitations include cross-sectional data. Strengths include a large, multi-source field sample. Implications include that LMX and LID provide different prosocial motivations; LMX indirectly engenders stronger other-orientation through LID; and the nature of indirect leadership effects via LID is more sensitive to the nature of the focal leadership styles. LMX and LID together provide a package of prosocial motivations. Practical implications Leaders interested in increasing employees’ helping vs taking charge behaviors can be more effective by understanding the different motivational potentials of LMX vs LID. Leaders also need to choose appropriate behavioral styles when they activate LMX vis-à-vis LID. Originality/value This study integrates multiple leadership theories to provide a nuanced account of how social exchange and self-concept explain leadership at the interpersonal level when leadership styles, LMX, and LID are stable.

Linking leader–member exchange to employee voice behavior: The mediating role of self-efficacy

2021 ◽  
Vol 49 (12) ◽  
pp. 1-8
Author(s):  
Jie Liu ◽  
Jia Wang ◽  
Zhibiao Geng ◽  
Yifu Wang
Keyword(s):  
Self Efficacy ◽  
Structural Equation ◽  
Employee Voice ◽  
Equation Modeling ◽  
Leader Member Exchange ◽  
Voice Behavior ◽  
Cross Sectional Survey ◽  
Cross Sectional ◽  
Mediating Role ◽  
Member Exchange

Previous studies have found a positive relationship between leader–member exchange (LMX) and employee voice behavior. However, little is known about the psychological mechanisms underlying this association. We examined self-efficacy as a mediator of the linkage between LMX and employee voice behavior by conducting a cross-sectional survey with a sample of 295 leader–follower dyads from a Chinese company. We performed structural equation modeling to analyze the data. Results show that LMX was positively related to employee voice behavior, and self-efficacy partially mediated the link between LMX and employee voice behavior. This research offers insight into the mechanistic processes through which LMX affects employee voice behavior, and indicates that organizations should pay attention to establishing high-quality LMX relationships to facilitate employee selfefficacy as well as voice behavior.

scholarly journals Worse-off than others? Abusive supervision’s effects in teams

2018 ◽  
Vol 33 (6) ◽  
pp. 418-436 ◽  
Author(s):  
Chen Zhao ◽  
Zhonghua Gao ◽  
Yonghong Liu
Keyword(s):  
Structural Equation ◽  
Relative Deprivation ◽  
Abusive Supervision ◽  
Multilevel Structural Equation Modeling ◽  
Equation Modeling ◽  
Leader Member Exchange ◽  
Group Model ◽  
Negative Consequences ◽  
Content Type ◽  
Member Exchange

Purpose The purpose of this paper is to examine how relative abusive supervision (i.e. team member’s perceived abusive supervision as compared with the team mean) influences team member’s job attitudes through the mediating role of relative leader–member exchange. This study also explores the cross-level moderating roles of team-level abusive supervision and team-level leader–member exchange (LMX) in the process. Design/methodology/approach This study used two-wave data from 1,479 employees in 145 work teams, and tested a cross-level moderated mediation model using multilevel structural equation modeling. Findings Results demonstrate that the negative indirect effects of relative abusive supervision on job satisfaction and team affective commitment through relative LMX are stronger when team-level abusive supervision is low rather than high. Originality/value Integrating LMX theory with a relative deprivation perspective, this study conceptualizes and operationalizes relative abusive supervision, develops an individual-within-group model of abusive supervision’s consequences in teams and demonstrates a cross-level moderating effect of team-level abusive supervision in buffering relative abusive supervision’s negative consequences.

scholarly journals The patellofemoral morphology and the normal predicted value of tibial tuberosity-trochlear groove distance in the Chinese population

2021 ◽  
Vol 22 (1) ◽  
Author(s):  
Zhe Li ◽  
Guanzhi Liu ◽  
Run Tian ◽  
Ning Kong ◽  
Yue Li ◽  
...  
Keyword(s):  
Individual Differences ◽  
Chinese Population ◽  
Pearson Correlation ◽  
Three Dimensional ◽  
Correlation Coefficients ◽  
Tibial Tuberosity ◽  
Trochlear Groove ◽  
Lasso Regression ◽  
Cross Sectional ◽  
Anterior Posterior

Abstract Background Our objective was to obtain normal patellofemoral measurements to analyse sex and individual differences. In addition, the absolute values and indices of tibial tuberosity-trochlear groove (TT-TG) distances are still controversial in clinical application. A better method to enable precise prediction is still needed. Methods Seventy-eight knees of 78 participants without knee pathologies were included in this cross-sectional study. A CT scan was conducted for all participants and three-dimensional knee models were constructed using Mimics and SolidWorks software. We measured and analysed 19 parameters including the TT-TG distance and dimensions and shapes of the patella, femur, tibia, and trochlea. LASSO regression was used to predict the normal TT-TG distances. Results The dimensional parameters, TT-TG distance, and femoral aspect ratio of the men were significantly larger than those of women (all p values < 0.05). However, after controlling for the bias from age, height, and weight, there were no significant differences in TT-TG distances and anterior-posterior dimensions between the sexes (all p values > 0.05). The Pearson correlation coefficients between the anterior femoral offset and other indexes were consistently below 0.3, indicating no relationship or a weak relationship. Similar results were observed for the sulcus angle and the Wiberg index. Using LASSO regression, we obtained four parameters to predict the TT-TG distance (R2 = 0.5612, p < 0.01) to achieve the optimal accuracy and convenience. Conclusions Normative data of patellofemoral morphology were provided for the Chinese population. The anterior-posterior dimensions of the women were thicker than those of men for the same medial-lateral dimensions. More attention should be paid to not only sex differences but also individual differences, especially the anterior condyle and trochlea. In addition, this study provided a new method to predict TT-TG distances accurately.

scholarly journals Relationship Between Teams’ Leader–Member Exchange Characteristics and Psychological Outcomes for Nurses and Nurse Managers: A Cross-Sectional Study in Japan

2021 ◽  
Vol 7 ◽  
pp. 237796082110259
Author(s):  
Saeka Kawaguchi ◽  
Yukie Takemura ◽  
Kimie Takehara ◽  
Keiko Kunie ◽  
Naoko Ichikawa ◽  
...  
Keyword(s):  
Social Exchange ◽  
Social Exchange Theory ◽  
Nurse Managers ◽  
Cross Sectional Study ◽  
Leader Member Exchange ◽  
Management Effectiveness ◽  
University Hospitals ◽  
Cross Sectional ◽  
Psychological States ◽  
Member Exchange

Introduction The Leader–Member Exchange (LMX) theory, based on the social exchange theory, relates to positive psychological states among nurses. However, the influence of various LMX qualities coexisting within a team on nurses or nurse managers is still uncleared. Objective This study examines the relationship of nurses and nurse managers’ psychological states with the average LMX and LMX dispersion among nurses in their units. Methods The study was conducted at two university hospitals in March 2017 using anonymous questionnaires. Nurses completed the LMX-7 scale and the subscales of job satisfaction, achievement, and growth from the Checklist on Commitments Related to Work. Nurse managers completed the subscales of management satisfaction, effectiveness, and extracting extra effort from the Multifactor Leadership Questionnaire. Both nurses and managers completed the Intention to Continue Working scale. The nurses’ data were analyzed using a multilevel analysis to clarify associations between nurses’ psychological states and LMX, average LMX, and LMX dispersion. Hierarchical multiple regression analysis tested to test the correlations of the psychological states of nurse managers with average LMX and LMX dispersion. Results Data from 586 nurses and 28 managers were analyzed. The LMX and average LMX of nurses were positively related to positive psychological states. Nurse managers displayed significant associations between high LMX dispersion and good psychological states. When average LMX was low, management effectiveness increased as LMX dispersion increased; when average LMX was high, management effectiveness was almost constant. Conclusion The unit’s LMX characteristics appear to be related to the psychological states of both nurses and nurse managers. Increasing the LMX of each nurse may lead to positive psychological states for not only that nurse but all nurses in the unit. When LMX with subordinates is low, increasing LMX with a portion of nurse managers should be a priority to improve their psychological states.

scholarly journals Pengaruh Leader Member Exchange Terhadap Kepuasan Kerja Karyawan

2017 ◽  
Vol 3 (1) ◽  
pp. 62
Author(s):  
Rizka Nurhasti Agusta Harahap ◽  
Sholihati Amalia
Keyword(s):  
Job Satisfaction ◽  
Descriptive Analysis ◽  
Analytic Method ◽  
Leader Member Exchange ◽  
Test Results ◽  
Simple Linear Regression ◽  
Cross Sectional ◽  
Employee Job Satisfaction ◽  
Regression Test ◽  
Member Exchange

This research aims to determine the influence of leader member exchange to employee job satisfaction in PT Sandy Globalindo. Leader-member exchange is variable (X) and job satisfaction is a variable (Y). The research method that used is the analytic method with cross sectional approach. The sample in this research is 101 employees. Descriptive analysis showed that the leader-member exchange in PT Sandy Globalindo in the category enough with a mean of 2.91 and job satisfaction of employees at PT Sandy Globalindo in the category enough with a mean of 3.04. Simple linear regression test results indicate that the variable leader-member exchange impact of 38.2% on job satisfaction while amounting to 61.8% of job satisfaction influenced by other things that are not explained in this research. Therefore, it can be concluded that there is a significant influence of leader-member exchange to employee job satisfaction in PT Sandy Globalindo.

scholarly journals A Quantitative Comparison of Multispectral Refraction Topography and Autorefractometer in Young Adults

2021 ◽  
Vol 8 ◽  
Author(s):  
Yunru Liao ◽  
Zhenlan Yang ◽  
Zijing Li ◽  
Rui Zeng ◽  
Jing Wang ◽  
...  
Keyword(s):  
Correlation Coefficient ◽  
Pearson Correlation ◽  
Intraclass Correlation ◽  
Correlation Coefficients ◽  
Cross Sectional Study ◽  
Cross Sectional ◽  
High Agreement ◽  
Intraclass Correlation Coefficients ◽  
Repeatability And Reproducibility ◽  
The Mean

Purpose: Purpose of this study is to evaluate the measuring consistency of central refraction between multispectral refraction topography (MRT) and autorefractometry.Methods: This was a descriptive cross-sectional study including subjects in Sun Yat-sen Memorial Hospital from September 1, 2020, to December 31, 2020, ages 20 to 35 years with a best corrected visual acuity of 20/20 or better. All patients underwent cycloplegia, and the refractive status was estimated with autorefractometer, experienced optometrist and MRT. We analyzed the central refraction of the autorefractometer and MRT. The repeatability and reproducibility of values measured using both devices were evaluated using intraclass correlation coefficients (ICCs).Results: A total of 145 subjects ages 20 to 35 (290 eyes) were enrolled. The mean central refraction of the autorefractometer was −4.69 ± 2.64 diopters (D) (range −9.50 to +4.75 D), while the mean central refraction of MRT was −4.49 ± 2.61 diopters (D) (range −8.79 to +5.02 D). Pearson correlation analysis revealed a high correlation between the two devices. The intraclass correlation coefficient (ICC) also showed high agreement. The intrarater and interrater ICC values of central refraction were more than 0.90 in both devices and conditions. At the same time, the mean central refraction of experienced optometrist was −4.74 ± 2.66 diopters (D) (range −9.50 to +4.75D). The intra-class correlation coefficient of central refraction measured by MRT and subjective refraction was 0.939.Conclusions: Results revealed that autorefractometry, experienced optometrist and MRT show high agreement in measuring central refraction. MRT could provide a potential objective method to assess peripheral refraction.

scholarly journals From Ethical Leadership to Team Creativity: The Mediating Role of Shared Leadership and the Moderating Effect of Leader–Member Exchange Differentiation

2021 ◽  
Vol 13 (20) ◽  
pp. 11280
Author(s):  
Jue Wang ◽  
Hae-Ryong Kim ◽  
Byung-Jik Kim
Keyword(s):  
Ethical Leadership ◽  
Social Information Processing ◽  
Shared Leadership ◽  
Structural Equation ◽  
Role Theory ◽  
Equation Modeling ◽  
Leader Member Exchange ◽  
Team Creativity ◽  
Moderated Mediation Model ◽  
Member Exchange

Alongside ethical leadership’s effectiveness on team creativity, the superiority of shared leadership has been emphasized in the literature. Based on role theory, social information processing theory, and allocation preferences theory, this study suggests that shared leadership functions as a critical intermediating mechanism to explain the influence of ethical leadership on team-level creativity. Moreover, the dispersion value of leader–member exchange (LMXD) moderates the influence of ethical leadership on shared leadership. To empirically test our hypotheses, this paper used multisource samples and team-level data with moderated mediation model with PLS-SEM method. This study targeted a sample of 30 leaders and 233 team members who work at HRD Korea where a team structure is utilized. The results of structural equation modeling showed that ethical leadership increased shared leadership, and ethical leadership and shared leadership both positively affected team creativity. Shared leadership functioned as a crucial mediating factor in the ethical leadership–team creativity link. Moreover, the team-level LMXD moderated ethical leadership effectiveness on creativity via shared leadership.

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