scholarly journals Leader–Member Exchange and Affective Commitment to Change: Mediating Role of Change Self-Efficacy

2020 ◽  
Author(s):  
Dwi Andriani Puspitasari ◽  
Wustari L. Mangundjaya
Keyword(s):  
Self Efficacy ◽  
Affective Commitment ◽  
Leader Member Exchange ◽  
Commitment To Change ◽  
Mediating Role ◽  
Member Exchange

Linking Leader-Member Exchange and Employee Work Outcomes: The Mediating Role of Organizational Social and Economic Exchange

2009 ◽  
Vol 5 (3) ◽  
pp. 401-422 ◽  
Author(s):  
Raymond Loi ◽  
Yina Mao ◽  
Hang-yue Ngo
Keyword(s):  
Social Exchange ◽  
Structural Equation ◽  
Affective Commitment ◽  
Intention To Leave ◽  
Work Outcomes ◽  
Leader Member Exchange ◽  
Economic Exchange ◽  
Mediating Role ◽  
Member Exchange

This study presents and tests a framework that links leader—member exchange (LMX) with two different forms of employee–organization exchange: organizational social exchange and organizational economic exchange. We propose that these two forms of employee exchange with the organization would be the main mechanisms through which LMX affects employees’ affective commitment and intention to leave. We used structural equation modelling to analyze the data collected from 239 employees in a foreign-invested enterprise in China. Results showed that both organizational social exchange and organizational economic exchange acted as full mediators in the relationships between LMX and the two outcome variables but in different directions. Theoretical and practical implications are discussed.

scholarly journals Peran Komitmen Afektif terhadap Perubahan sebagai Mediator Hubungan antara Pertukaran Pemimpin-Anggota dengan Kemampuan Mengatasi Perubahan pada Unit Area PT X

2021 ◽  
Vol 4 (1) ◽  
pp. 55-62
Author(s):  
Jonathan Permana ◽  
Endang Parahyanti
Keyword(s):  
Mediation Analysis ◽  
Affective Commitment ◽  
Business Processes ◽  
Unit Area ◽  
Leader Member Exchange ◽  
Exchange Relationship ◽  
Commitment To Change ◽  
Member Exchange ◽  
Area Unit

The development in the era of digitalization requires companies to make significant changes in their business processes to face competitors and adapt to the environment. This study aims to determine the role of affective commitment to change as a mediator of the leader-member exchange relationship with the ability to coping with change in the PT X Area Unit. Subjects totaled 222 participants from 7 Unit Area PT X. This study uses a quantitative method through online questionnaires, with a non-experimental research design with a correlation design and a mediation analysis of the research variables. The results of the mediation analysis show that affective commitment to change can act as a mediator with a form of full mediation between leader-member exchanges, with an indirect coefficient value of 0.08 with a 95% confidence interval value between 0.03 and 0.15 on the ability to cope with change. The results of study concluded that leader-member exchange can predict the ability of employees to deal with change if employees have an affective commitment to change.

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.

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.

Sign in / Sign up

Export Citation Format

Share Document