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.

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.

Leader-Member Exchange (LMX) and Innovation Climate: the Role of LMX Differentiation

2013 ◽  
Vol 16 ◽  
Author(s):  
Núria Tordera ◽  
Vicente González-Romá
Keyword(s):  
Organizational Behavior ◽  
Longitudinal Design ◽  
Leader Member Exchange ◽  
Moderator Effect ◽  
Lmx Theory ◽  
Member Exchange ◽  
Innovation Climate ◽  
Moderator Role ◽  
The Relationship

AbstractLeader-member Exchange (LMX) theory has been shown to be one of the most compelling theories for understanding the effects of leadership on organizational behavior. This theory proposes that leaders establish differentiated relationships with each of their subordinates according to the exchanges produced between them. Recently, the concept of LMX differentiation has been introduced into the theory to extend research from the dyadic to the group level. The present paper uses a longitudinal design to analyze the moderator role of LMX differentiation in the relationship between mean LMX and innovation climate in a sample of 24 healthcare teams. The results showed no direct effects of mean LMX on changes in innovation climate over time. However, they provide support for the moderator effect of LMX differentiation in this relationship, as it was stronger when LMX differentiation was low than when it was high.

Team Networks and Team Identification: The Role of Leader-Member Exchange

2013 ◽  
Vol 41 (7) ◽  
pp. 1115-1123 ◽  
Author(s):  
KeXin Guan ◽  
ZhengXue Luo ◽  
JiaXi Peng ◽  
Zhen Wang ◽  
HaiTing Sun ◽  
...  
Keyword(s):  
Social Exchange ◽  
Social Identity Theory ◽  
Social Exchange Theory ◽  
Team Identification ◽  
Leader Member Exchange ◽  
Exchange Relationships ◽  
Member Exchange ◽  
The Mean ◽  
The Relationship

We examined the relationship among team networks, leader-member exchange (LMX), and team identification in the workplace. Social network theory, social exchange theory, and social identity theory served as references for our theoretical propositions and analyses. We collected data from a sample of 223 teams of military personnel, serving in the artillery in West China. We found that the team networks had a significant effect on team identification. Further, the variance and the mean for LMX in teams interacted in influencing team identification (β =-.893, p < .01). Our findings indicated that creating productive networks in teams would be useful to enhance team identification, the effect of which may be carried on through to building exchange relationships between leader and follower.

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.

scholarly journals The Moderating Role of Leader-Member Exchange on the Relationship between Emotional Labor with Job Satisfaction or Turnover Intention

2016 ◽  
Vol 11 (12) ◽  
pp. 83 ◽  
Author(s):  
Hakan Turgut ◽  
Ismail Tokmak ◽  
M. Fikret Ates
Keyword(s):  
Job Satisfaction ◽  
Emotional Labor ◽  
Turnover Intention ◽  
Leader Member Exchange ◽  
Member Exchange ◽  
Relationship Of ◽  
The Relationship ◽  
Emotional Dilemmas ◽  
Moderating Role

<p>It is known in the business world that employees’ display of emotional labor in their relations with customers contributes to the success of the organization. Therefore, the aim of this study is to find out how the emotional dilemmas that employees experience affect their perceptions on job satisfaction and turnover intention and whether leader-member exchange has a moderating role on these relationships. In this respect, we performed a survey on the 371 employees of a company in Turkey. We used the scale developed by Diefendorff et al. (2005) to test emotional labor; the scale developed by Scandura and Graen (1984) to test leader-member exchange; the scale developed by Chen et al. (2009) to test job satisfaction and the scale developed by Scott et al. (1999) to test turnover intention. The all scales were measured valid and reliable for this sample group. In the hierarchical regression analyses, done to test the hypotheses, all variables were included in the model. According to the findings, emotional labor has a significant and positive direct effect on turnover intention and it has a significant and negative direct effect on job satisfaction. All these results taken into consideration, it was confirmed that when emotional labor increases, turnover intention also increases, and job satisfaction decreases. Furthermore, the moderating role of leader-member exchange between the relationship of emotional labor and turnover intention wasn’t approved; however, its moderating role between the relationship of emotional labor and job satisfaction was approved. To sum up, it is estimated that performing emotional labor is inevitable for organizational success and it is essential to develop new methods in order to prevent the negativities resulting from emotional dilemmas.</p>

scholarly journals Are Engaged Workaholics Protected against Job-Related Negative Affect and Anxiety before Sleep? A Study of the Moderating Role of Gender

2018 ◽  
Vol 15 (9) ◽  
pp. 1996 ◽  
Author(s):  
Paola Spagnoli ◽  
Cristian Balducci ◽  
Liliya Scafuri Kovalchuk ◽  
Francesco Maiorano ◽  
Carmela Buono
Keyword(s):  
Negative Affect ◽  
Work Engagement ◽  
Process Analysis ◽  
Future Directions ◽  
Open Questions ◽  
Heavy Work ◽  
Conditional Process Analysis ◽  
The Relationship ◽  
Moderating Role

Although the interplay between workaholism and work engagement could explain several open questions regarding the Heavy Work Investment (HWI) phenomenon, few studies have addressed this issue. Thus, with the purpose of filling this literature gap, the present study aimed at examining a model where job-related negative affect mediates the relationship between the interplay of workaholism and work engagement, and anxiety before sleep. Since gender could have a role in the way the interplay would impact on the theorized model, we also hypothesized a moderated role of gender on the specific connection concerning the interplay between workaholism and work engagement, in relation to job-related negative affect. Conditional process analysis was conducted on a sample of 146 participants, balanced for gender. Results supported the mediating model and indicated the presence of a moderated role of gender, such that engaged workaholic women reported significantly less job-related negative affect than disengaged workaholic women. On the contrary, the interplay between workaholism and work engagement did not seem significant for men. Results are discussed in light of the limitations and future directions of the research in this field, as well as the ensuing practical implications.

scholarly journals Temporal issues in person–organization fit, person–job fit and turnover: The role of leader–member exchange

2016 ◽  
Vol 69 (12) ◽  
pp. 2177-2200 ◽  
Author(s):  
Corine Boon ◽  
Michal Biron
Keyword(s):  
Elderly Care ◽  
Leader Member Exchange ◽  
Care Organization ◽  
Job Fit ◽  
Exchange Relationships ◽  
High Quality ◽  
Person Environment Fit ◽  
Member Exchange ◽  
Person Organization Fit

Person–environment fit has been found to have significant implications for employee attitudes and behaviors. Most research to date has approached person–environment fit as a static phenomenon, and without examining how different types of person–environment fit may affect each other. In particular, little is known about the conditions under which fit with one aspect of the environment influences another aspect, as well as subsequent behavior. To address this gap we examine the role of leader–member exchange in the relationship between two types of person–environment fit over time: person–organization and person–job fit, and subsequent turnover. Using data from two waves (T1 and T2, respectively) and turnover data collected two years later (T3) from a sample of 160 employees working in an elderly care organization in the Netherlands, we find that person–organization fit at T1 is positively associated with person–job fit at T2, but only for employees in high-quality leader–member exchange relationships. Higher needs–supplies fit at T2 is associated with lower turnover at T3. In contrast, among employees in high-quality leader–member exchange relationships, the demands–abilities dimension of person–job fit at T2 is associated with higher turnover at T3.

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