scholarly journals Moderating Role of Islamic Work Ethics and Mediating Role of Organizational Identification on Leader-Member Exchange and Citizenship Behavior Relationship: A Test of Moderated Mediation Model

2018 ◽  
Keyword(s):  
Organizational Identification ◽  
Moderated Mediation ◽  
Citizenship Behavior ◽  
Leader Member Exchange ◽  
Mediation Model ◽  
Mediating Role ◽  
Moderated Mediation Model ◽  
Member Exchange ◽  
Moderating Role

Relative leader-member exchange and employee voice

2014 ◽  
Vol 8 (1) ◽  
pp. 27-40 ◽  
Author(s):  
Hongdan Zhao
Keyword(s):  
Affective Commitment ◽  
Moderated Mediation ◽  
Employee Voice ◽  
Leader Member Exchange ◽  
Mediation Model ◽  
Content Type ◽  
Mediating Role ◽  
Moderated Mediation Model ◽  
Member Exchange

Purpose – This study aims to examine the effect of relative leader-member exchange (RLMX) on employee voice by developing a moderated mediation model. The model focuses on the mediating role of affective commitment underpinning the relationship between RLMX and employee voice, and the moderating role of Chinese traditionality in influencing the mediation. Design/methodology/approach – We tested the model with data from 358 supervisor-subordinate dyads in a large Chinese company. Employees and their immediate supervisors provided data on separate questionnaires and on different occasions. And then, we used an identification number to match each employee questionnaire with the response of his/her immediate supervisor. Findings – Results indicated that affective commitment fully mediated the positive relationship between RLMX and employee voice, even after controlling for personal leader-member exchange (LMX) quality. We also found that Chinese traditionality moderated the mediated relationship between RLMX and employee voice via affective commitment, such that the mediation was stronger for people lower, rather than higher, in Chinese traditionality. Research limitations/implications – Testing the moderated mediation model helps to advance our theoretical understanding of the psychological mechanisms that underlie the effect of RLMX on employees’ behaviour. Originality/value – This empirical study provides preliminary evidence of the mediating role of affective commitment in the positive relationship between RLMX and employee voice. Our moderated mediation model also extends the existing finding by adding substantive moderators (Chinese traditionality) to explain how the effect of RLMX on employees’ behaviours unfolds.

Linking team-member exchange differentiation to team creativity

2020 ◽  
Vol 41 (2) ◽  
pp. 208-219
Author(s):  
Chao Chen ◽  
Xinmei Liu
Keyword(s):  
Negative Relationship ◽  
Moderated Mediation ◽  
Mediation Model ◽  
Team Creativity ◽  
Content Type ◽  
Mediating Role ◽  
Moderated Mediation Model ◽  
Team Member Exchange ◽  
Member Exchange

PurposeThe purpose of this paper is to examine the effect of team-member exchange (TMX) differentiation on team creativity by developing a moderated mediation model. The model focuses on the mediating role of team proactivity in linking TMX differentiation with team creativity and the moderating role of leader-member exchange (LMX) median in influencing the mediation.Design/methodology/approachA time-lagged field survey data from 331 employees and 68 team leaders in more than ten high-technology firms from Northern China was used to test the model.FindingsResults indicated that the negative relationship between TMX differentiation and team creativity was mediated by team proactivity. Moderated mediation analyses further revealed that team proactivity mediated the relationship between TMX differentiation and team creativity for only those teams with a low-LMX median.Originality/valueThe empirical study provides preliminary evidence of the mediating role of team proactivity in the negative relationship between TMX differentiation and team creativity. The moderated mediation model also extends the existing finding by showing that LMX quality can moderate the indirect impact of TMX differentiation on team creativity (via team proactivity).

Leader-member exchange differentiation and team creativity

2015 ◽  
Vol 36 (7) ◽  
pp. 798-815 ◽  
Author(s):  
Hongdan Zhao
Keyword(s):  
Moderated Mediation ◽  
Relationship Conflict ◽  
Mediation Model ◽  
Team Creativity ◽  
Content Type ◽  
Mediating Role ◽  
Moderated Mediation Model ◽  
Member Exchange ◽  
The Relationship

Purpose – The purpose of this paper is to examine the effect of leader-member exchange (LMX) differentiation on team creativity by developing a moderated mediation model. The model focuses on the mediating role of relationship conflict in linking LMX differentiation with team creativity and the moderating role of team-member exchange (TMX) median in influencing the mediation. Design/methodology/approach – The authors tested the model with a time-lagged field survey data from 358 employees and 98 supervisors belonging to 98 teams in a large diversified company with more than 15,000 employees, based in Shanghai, Southeastern China. In the first stage (T1), employees assessed LMX, TMX, relationship conflict, and control variables. In the second stage (T2), the leaders were asked to report team creativity. Findings – Results indicated that the relationship between LMX differentiation and team creativity was mediated by relationship conflict. Moderated mediation analyses further revealed that relationship conflict mediated the relationship between LMX differentiation and team creativity for only those teams with low-TMX median. Research limitations/implications – Testing the moderated mediation model helps to advance our theoretical understanding of the intervening processes that underlie the effect of LMX differentiation on team creativity. The findings may also help Chinese managers to inform the importance of helping subordinates better adapt to LMX differentiation, reducing relationship conflict, and constructing high-quality TMX relationships within groups, in order to promote team creativity. Originality/value – This empirical study provides preliminary evidence of the mediating role of relationship conflict in the negative relationship between LMX differentiation and team creativity. The moderated mediation model also extends the existing finding by showing that not only the quality of social exchange relationships with a supervisor (i.e. LMX) but also with team members (i.e. TMX), can moderate the impact of LMX differentiation on team outcomes.

Ethical work climate, organizational identification, leader-member-exchange (LMX) and organizational citizenship behavior (OCB)

2020 ◽  
Vol 32 (1) ◽  
pp. 212-229 ◽  
Author(s):  
Chih-Ching Teng ◽  
Allan Cheng Chieh Lu ◽  
Zhi-Yang Huang ◽  
Chien-Hua Fang
Keyword(s):  
Organizational Identification ◽  
Moderated Mediation ◽  
Work Climate ◽  
Leader Member Exchange ◽  
Mediation Model ◽  
Content Type ◽  
Ethical Work Climate ◽  
Moderated Mediation Model ◽  
Member Exchange ◽  
Ethical Work

Purpose This paper aims to propose and test a moderated mediation model examining the relationships among ethical work climate, organizational identification, leader-member-exchange (LMX) and organizational citizenship behavior (OCB). Design/methodology/approach Numerous regression analyses were performed using PROCESS (version 2.13), a macro for SPSS developed by Hayes (2017) to test this moderated mediation model. Findings The analytical results showed that organizational identification mediates the positive relationship between an ethical work climate and OCB. The analytical results also showed that LMX moderates the direct effect of ethical work climate on organizational identification and that LMX also moderates the indirect effect of ethical work climate on OCB via organizational identification. Practical implications This study provides numerous valuable implications for hotels to develop effective strategies to promote employees’ OCB and improve their organizational identification. Originality/value This study was the first attempt to propose and test a moderated mediation model that explores the relationships among ethical work climate, organizational identification, leader-member-exchange (LMX) and OCB.

Promoting strategic performance through strategic orientation and strategic renewal

2019 ◽  
Vol 58 (2) ◽  
pp. 376-392 ◽  
Author(s):  
Hassan Ahmed Shah ◽  
Muhammad Yasir ◽  
Abdul Majid ◽  
Muhammad Yasir ◽  
Asad Javed
Keyword(s):  
Positive Impact ◽  
Moderated Mediation ◽  
Strategic Orientation ◽  
Mediation Model ◽  
Content Type ◽  
Strategic Performance ◽  
Strategic Renewal ◽  
Mediating Role ◽  
Moderated Mediation Model

Purpose The purpose of this paper is to explore the ways in which strategic orientation (SO) and strategic renewal (SR) could create the possibility for improving strategic performance (SP). The indirect effect of SO was also tested in this study. Furthermore, by using the moderated mediation model, the authors also investigated the moderating role of organizational ambidexterity (OA). Design/methodology/approach The results of this cross-sectional study are based on a survey conducted on 1,430 owner/managers of SMEs. To analyze the relationship among variables, this study used descriptive, correlation and hierarchical multiple regression approach. Findings Results revealed that SO positively affects SR and SP in SMEs. Furthermore, the mediating role of SR between the relationships of SO and SP was also confirmed. Moreover, OA strengthens the connection between SO, SR and SP. Practical implications The current study provides new insights for strategic planning and management by focusing on SO along with its different dimensions. Therefore, it provides new guidelines and a roadmap that would be helpful in achieving the objectives of SP. Originality/value The study makes significant contributions to the extant literature by adding new knowledge about the positive impact of SO on SP. Moreover, with the analysis of mediating role of SR in this relationship, the study has made significant addition to the existing literature on SP. Furthermore, moderated mediation model adds value to the existing body of knowledge.

A Cross-Level Theoretical and Empirical Model of Positive Emotions, Leader Identification, and Leader–Member Exchange

2021 ◽  
Vol 20 (3) ◽  
pp. 124-135
Author(s):  
Chongrui Liu ◽  
Cong Wang ◽  
Yan Liu ◽  
Xuran Liu ◽  
Yuan Ni
Keyword(s):  
Positive Emotions ◽  
Leader Member Exchange ◽  
Mediating Role ◽  
Member Exchange ◽  
Leadership Context ◽  
Broaden And Build Theory ◽  
Mediating Factor ◽  
The Relationship ◽  
Moderating Role

Abstract. Although leader–member exchange (LMX) has been widely studied, knowledge about how followers influence the LMX process remains unknown. By integrating the broaden-and-build theory (BBT) with the emotion as social information (EASI) theory, we develop a follower-centric multilevel model to investigate how followers' positive emotions have an impact on LMX via the mediating role of leader identification and the moderating role of leaders' positive emotions. We conducted a survey with 319 Chinese employees from 67 teams. The results indicated that leader identification served as a mediating factor in the relationship between followers' positive emotions and LMX. The work unit leaders' positive emotions strengthened the relationship between leader identification and LMX and moderated the mediated relationship among followers' positive emotions, leader identification, and LMX. Altogether, our findings inform new knowledge in terms of how followers may influence the development of LMX. We also help to extend the BBT and the EASI theory to the leadership context.

Fashion brands are engaging the millennials: a moderated-mediation model of customer-brand engagement, participation, and involvement

2019 ◽  
Vol 21 (2) ◽  
pp. 233-253 ◽  
Author(s):  
Nagaraj Samala ◽  
Bharath Shashanka Katkam
Keyword(s):  
Social Exchange ◽  
Brand Loyalty ◽  
Structural Equation ◽  
Moderated Mediation ◽  
Mediation Model ◽  
Content Type ◽  
Mediating Role ◽  
Brand Engagement ◽  
Moderated Mediation Model

Purpose Millennial generation is fashion inclined, interactive and informative social beings. They are very conscious of the brands they wear. Millennia seek, share, inform and exchange fashion brand-related information on social networking sites (SNS). Marketers are subsequently engaging the young prospects and customers to keep up or improve enthusiasm and participation. The study attempts to investigate the role of customer-brand engagement (CBE) of millennials with fashion brands on SNS. The study simultaneously tests the moderating role of involvement levels affecting participation and CBE leading to brand loyalty. Design/methodology/approach The study followed a purposive sample by collecting 466 respondents from the graduate students of a university. The study adopted structural equation modelling (SEM) and Hayes process macros in SPSS 20.0 to test the moderated-mediation model. Findings The study confirms the mediating role of CBE in the relationship between participation and brand loyalty. Different degrees of involvement moderate the mediating role of CBE. Higher levels of involvement enhance the positive effect of participation on CBE. Originality/value The study is first of its kind to investigate the role of CBE and involvement among the millennial group. It also contributes to the related theories like service-dominant logic, social exchange theory and consumer culture theory regarding a unique population group, which is promising and profitable.

Autonomy and citizenship behavior: a moderated mediation model

2016 ◽  
Vol 31 (1) ◽  
pp. 280-295 ◽  
Author(s):  
Rhokeun Park
Keyword(s):  
Organizational Support ◽  
Moderated Mediation ◽  
Organizational Strategy ◽  
Citizenship Behavior ◽  
Job Autonomy ◽  
Mediation Model ◽  
Content Type ◽  
Moderated Mediation Model ◽  
The Relationship

Purpose – The purpose of this paper is to investigate the mediating role of perceived organizational support (POS) in the relationships between job autonomy and organizational citizenship behavior (OCB), and the moderating role of organizational strategy in those relationships. Design/methodology/approach – The hypotheses were tested by a moderated mediation model using multilevel survey data that were collected in South Korea in 2008. Findings – This study found that POS mediated the relationship between autonomy and OCB regardless of organizational strategy, and that job autonomy was more strongly related to POS in companies with an analyzer strategy than with a defender strategy. The results also indicated that the indirect relationship between job autonomy and OCB via POS was stronger in companies with an analyzer strategy than in companies with a defender strategy. Research limitations/implications – This study provides a new mechanism in the relationship between job autonomy and OCB using social exchange theory. An analyzer strategy should not be treated as a hybrid of defender and prospector strategies. Practical implications – While all organizations may benefit from providing employees with job autonomy regardless of organizational strategy, companies with an analyzer strategy in particular should provide their employees with sufficient autonomy. Originality/value – The present study bridged the gap between the macro and micro approaches through multilevel analyses. This study is unique in that it examined the vertical fit between job autonomy and organizational strategy while focussing on individual employee outcomes.

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