scholarly journals Leader-member Exchange and Job Performance: Comparing the Influence of Actual and Perceived Cultural Similarity

2021 ◽  
Author(s):  
Chang Liu
Keyword(s):  
Job Performance ◽  
Leader Member Exchange ◽  
Member Exchange ◽  
Cultural Similarity

scholarly journals TRANSFORMATIONAL LEADERSHIP, MEANING IN WORK, LEADER MEMBER EXCHANGE (LMX), JOB PERFORMANCE DAN WORK ENGAGEMENT

2017 ◽  
Vol 16 (2) ◽  
pp. 15
Author(s):  
Didik Joko Pitoyo ◽  
Hunik Sri Runing Sawitri
Keyword(s):  
Transformational Leadership ◽  
Job Performance ◽  
Work Engagement ◽  
Regression Coefficient ◽  
Linear Regression Analysis ◽  
Leader Member Exchange ◽  
Quantitative Research Methods ◽  
Meaning In Work ◽  
Mediating Variables ◽  
Member Exchange

<p><em>The purpose of this study was to analyze the influence of meaning in work as intervening variable relationship between transformational leadership and work engagement and analyze the effect of work engagement as pemediasi variable relationship between leader-member exchange and job performance. This study uses a quantitative research methods. While the sample used this study as many as 213 people in the PT Kusumaputra Santosa Karanganyar. The data analysis techniques using multiple linear regression analysis method path.</em></p><p><em>Results of this study are a) Transformational leadership significant effect on work engagement. b) Transformational leadership and meaning in work significant effect on work engagement. c) meaning in work can be a mediating variable and is expressed as a partial mediating variables (partial mediation). This is because, after entering the variable Meaning in Work, due to the influence of the variable Work Engagement Transformational Leadership which was significantly be remained significant after entering Meaning in Work variables into the regression equation model but declined regression coefficient. d) LMX significant effect on job performance. e) LMX and work engagement significant effect on job performance. f) Work engagement can be a mediating variable and is expressed as a partial mediating variables (partial mediation). This is because, the influence of variables leader member exchange for job performance that was significantly be remained significant after entering work engagement variable into the regression model but declined regression coefficient.</em></p>

scholarly journals Social identity theory and leader–member exchange: individual, dyadic and situational factors affecting the relationship between leader–member exchange and job performance

2020 ◽  
Vol 17 (3) ◽  
pp. 133-152
Author(s):  
Gregory Thrasher ◽  
Marcus Dickson ◽  
Benjamin Biermeier-Hanson ◽  
Anwar Najor-Durack
Keyword(s):  
Social Work ◽  
Social Identity ◽  
Job Performance ◽  
Social Identity Theory ◽  
Value Congruence ◽  
Leader Member Exchange ◽  
Content Type ◽  
Member Exchange ◽  
The Relationship ◽  
Rated Performance

Purpose This study aims to integrate social identity and leader–member exchange (LMX) theory to investigate the processes and boundary conditions around LMX–performance relationships. Through the application of two leader–follower subsamples, the authors test three main objectives. What is the effect of multi-dimensional dyad value-congruence on LMX and how does congruence on these dimensions differentially influence leader and follower perceptions of LMX? In a subsample of followers including supervisor-rated performance, the authors develop a model that examines how individual values moderate the effect of dyad contact on supervisor-rated job performance mediated by follower LMX. Design/methodology/approach The participants for this study include graduate and undergraduate social work students who were taking part in a one-year work placement within a social work organization as well as their immediate supervisors. Across a four-month period, participants filled out measures of their supervisor contact, work values and LMX. Supervisor-rated performance was also included. Findings Findings from the dyadic subsample show that growth value congruence is a predictor of follower-rated LMX, with value congruence across all values having no effect on leader-rated LMX. Within a subsample of followers, findings suggest that follower-rated LMX mediates the relationship between dyad contact and supervisor-rated job performance, with individual work values moderating this effect. Originality/value The current study offers several contributions to the literature on LMX and job performance. First, in this study’s dyadic leader–follower sample, the authors extend propositions made by social identity theory around value congruence and LMX by offering support for a multi-dimensional and multi-target approach to questions of values and LMX. Second, within this study’s larger non-dyadic sample, the authors offer insights into previous conflicting findings around dyad contact and LMX, by offering support for the indirect effect of dyad contact on supervisor-rated performance via LMX. Third, within this second sample, the authors also extend the literature on values and LMX to show that the process through which LMX influences job performance is dependent on follower values.

scholarly journals Organizational Climate and Job Performance: Investigating the Mediating Role of Harmonious Work Passion and the Moderating Role of Leader–Member Exchange and Coaching

SAGE Open ◽  
2021 ◽  
Vol 11 (2) ◽  
pp. 215824402110084
Author(s):  
Anthony Frank Obeng ◽  
Yongyue Zhu ◽  
Samuel Awuni Azinga ◽  
Prince Ewudzie Quansah
Keyword(s):  
Job Performance ◽  
Organizational Climate ◽  
Organizational Performance ◽  
Social Exchange ◽  
Management Practices ◽  
Management Practice ◽  
Leader Member Exchange ◽  
Member Exchange ◽  
Work Passion

Organizational performance has made it imperative for rural and community bank management to employ the best organizational conditions that influence employee’s performance. Recent banking clean-up in Ghana has also emphasized the need for employees’ performance. This has become necessary to espouse management practices, employee behaviors, and attitudes that predict job performance. Drawing on social exchange theory and reciprocity norm, the study examines the effect of organizational climate on job performance. Valid responses received through a structured questionnaire were 431. Hierarchical multiple regression was employed to validate the hypotheses from the literature review. Relying on empirical data from Ghana, the findings revealed that, first, harmonious work passion partially mediated organizational climate and job performance relationship. Second, leader–member exchange negatively moderated the relationship between organizational climate and harmonious work passion. Finally, however, coaching as a management practice positively strengthened organizational climate and job performance relationship. The theoretical and practical contribution is also discussed.

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