scholarly journals Developing the Leader-Member Exchange Theory in Nursing: Seeing from an Introvert Eye

2018 ◽  
Vol 3 (1) ◽  
Author(s):  
Laksita Barbara
Keyword(s):  
Affective Commitment ◽  
Intention To Leave ◽  
Personality Types ◽  
Nursing Profession ◽  
Leader Member Exchange ◽  
Lmx Theory ◽  
Member Exchange ◽  
Group Members ◽  
Group Member

Objective:  This paper aims to find a gap in the current findings and provide a recommendation by exploring the Leader-Member Exchange (LMX) theory with regards of introversion  Methods:  A literature review is conducted to analyse the current findings of the development and application of LMX theory.Results: The LMX theory focuses on the interaction that happens in leadership and reveals the role of relationship in affecting the organisation outcomes. The LMX theory has been developed in four stages to meet the needs of the application at various organisational levels. In the nursing profession, the application of LMX theory shows positive outcomes in affective commitment, job satisfaction, and reduced intention to leave. However, the studies of this theory in nursing has hardly provided the solution to overcome the limitations of out-group members. The studies show the discrimination that is caused by the different treatment of the leader to each member. The other issue is subjectivity. The high-quality interaction is more likely to be formed by people with sociable traits compared to those with solitaire personality. One of the personality types which might have a less likeliness to be the in-group member is introverted personality.Conclusion: The LMX theory has given a pivotal awareness in nursing profession regarding the different relationship developed by a supervisor with each nurse. However, there is hardly prescriptive approach to escalating the exchange quality to the higher level. Thus, this paper emphasises the need to enhance justice climate and identify as well as be aware of the leader’s and member’s characteristics.

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 Leader–Follower Congruence in Work Engagement and Leader–Member Exchange: The Moderating Role of Conscientiousness of Followers

2021 ◽  
Vol 12 ◽  
Author(s):  
Yanhua Ye ◽  
Ziwen Wang ◽  
Xiaowei Lu
Keyword(s):  
Work Engagement ◽  
Negative Relationship ◽  
Leader Member Exchange ◽  
Future Directions ◽  
Lmx Theory ◽  
Person Environment Fit ◽  
Work Tasks ◽  
Member Exchange ◽  
The Relationship

Extant research has investigated the relationship between work engagement and various outcomes, such as job performance and organizational commitment, neglecting the effect of work engagement on social relationships at work. Drawing upon person-environment fit theory and LMX theory, the present study aims to examine the effect of (in)congruence between leader and follower work engagement on leader–member exchange (LMX) and the moderating effect of conscientiousness. About 273 employees and 72 leaders participated in this study and completed the measurements of work engagement, conscientiousness, and LMX at two time points. Using cross-level polynomial regressions, we found that, compared with incongruent work engagement, employees perceived high levels of LMX quality when their work engagement was aligned with that of their leaders. Regarding the congruence, the employees reported higher levels of LMX when congruence in work engagement was at higher rather than lower levels. Regarding the incongruence, when the employees engaged less in their work tasks than their leaders, they were more likely to experience lower LMX. Moreover, the negative relationship between incongruence in leader and follower work engagement and LMX was mitigated when followers were more conscientious. All our hypotheses were supported. Both theoretical and practical implications for work engagement as well as future directions 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.

Blaming leaders for team relationship conflict? The roles of leader-member exchange differentiation and ethical leadership

2014 ◽  
Vol 5 (2) ◽  
pp. 134-146 ◽  
Author(s):  
Mingjian Zhou ◽  
Shuisheng Shi
Keyword(s):  
Ethical Leadership ◽  
Design Methodology ◽  
Relationship Conflict ◽  
Leader Member Exchange ◽  
Content Type ◽  
Lmx Theory ◽  
Member Exchange ◽  
The Relationship ◽  
Extended Power

Purpose – The purpose of this paper is to extend our understanding of the role of leaders in team relationship conflict. Leader-member exchange (LMX) differentiation was hypothesized to be positively related to team relationship conflict. Additionally, ethical leadership was hypothesized to moderate relations between LMX differentiation and team relationship conflict. Design/methodology/approach – Hypotheses were examined in a sample of 79 working teams. Data were collected via a questionnaire containing measures of LMX, team relationship conflict and ethical leadership. Findings – Hypotheses were supported by the data. LMX differentiation was positively related to team relationship conflict, and ethical leadership weakened the relationship between LMX differentiation and team relationship conflict. Originality/value – This is the first theoretical analysis and empirical study of relationships between LMX differentiation and team relationship conflict. Theoretically, by using LMX theory to account for team-level outcomes, this study extended power of LMX theory. Practically, these results suggest that leaders may be responsible for team relationship conflict.

scholarly journals Work overload and leader–member exchange: The moderating role of psychological flexibility

2021 ◽  
Vol 46 (3) ◽  
pp. 173-184
Author(s):  
Karoline Hofslett Kopperud ◽  
Robert Buch ◽  
Christina Skogen
Keyword(s):  
Psychological Flexibility ◽  
Leader Member Exchange ◽  
Conservation Of Resources ◽  
Dyadic Relationships ◽  
Work Overload ◽  
Strong Focus ◽  
Lmx Theory ◽  
Member Exchange ◽  
The Relationship

Due to the strong focus on dyadic relationships in leader–member exchange (LMX) theory, it is vital to investigate the predictors of the types of relationships that leaders and subordinates develop. This study explores the supervisor-level antecedents of LMX. Drawing from conservation of resources theory, this study tests whether leaders’ psychological flexibility moderates the relationship between leaders’ perceptions of work overload and LMX. A field study was conducted among 186 subordinates and 93 leaders from a Norwegian public service organization. Multisource field data demonstrated general support for the hypothesized relationships. The results of multilevel analyses showed a negative relation between the perceptions of work overload of leaders with lower levels of psychological flexibility and their subordinates’ perceptions of LMX. Thus, psychological flexibility seemed to mitigate the negative implications of leaders’ work overload. This study extends previous studies on managers’ perceptions of work overload by introducing an important contingency of the relationship between managers’ perceptions of work overload and the quality of their relationship with subordinates. As such, this study contributes to a more complete understanding of the factors that relate to the development of high-quality LMX.

scholarly journals THE BURNOUT EPIDEMIC DURING THE COVID-19 PANDEMIC: THE ROLE OF LMX IN ALLEVIATING PHYSICIANS’ BURNOUT

2020 ◽  
Vol 60 (6) ◽  
pp. 426-436
Author(s):  
EDUARDO CARDOSO DE MOURA ◽  
LILIANE FURTADO ◽  
FILIPE SOBRAL
Keyword(s):  
Working Conditions ◽  
Leadership Behaviors ◽  
Leader Member Exchange ◽  
Job Stressors ◽  
Supportive Leadership ◽  
Beneficial Effects ◽  
Lmx Theory ◽  
Member Exchange ◽  
Job Demands And Resources

ABSTRACT During COVID-19 pandemic, physicians are being exposed to unprecedented adverse working conditions that lead to increased occurrence of burnout. While supportive leadership is considered effective in preventing burnout, little is known about the role of leadership in extreme situations. Drawing on leader-member exchange (LMX) theory, we hypothesize that high-LMX relationships lead to lower levels of burnout, as they shape physicians’ perceptions of psychosocial job demands and resources. We also contend that this effect will be stronger for frontline physicians, as they are more exposed to job stressors. In a field study with 2,708 Brazilian physicians, we found support to the alleviating role of LMX, but contrary to what we predicted, we found that this effect is weaker for frontline physicians. Overall, our findings reinforce the importance of establishing high-quality relationships between supervisors and medical staff to mitigate the experience of burnout, however, they also highlight that extreme conditions, such as the COVID-19 pandemic, might constrain the beneficial effects of leadership behaviors.

scholarly journals Leader - Member Exchange and Superior-Subordinate Communication Behavior: A Case of a Malaysian Organization

2020 ◽  
Author(s):  
Hassan Abu Bakar ◽  
Bahtiar Mohamad ◽  
Iran Herman
Keyword(s):  
Communication Behavior ◽  
Leader Member Exchange ◽  
Lmx Theory ◽  
Member Exchange ◽  
Group Members

This paper attempts to test the quality of relationship between superiors and subordinates as indicated in leader-member exchange (LMX) theory on superior communication behavior: The results of this study indicate that there are no significance differences between out-group and in-group members. However when in-group members were compared to mid-group members the result reveals significance differences between these two groups.    

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