scholarly journals Age-Differentiated Leadership and Healthy Aging at Work: Evidence from the Early Stages of the COVID-19 Pandemic

2021 ◽  
Vol 18 (23) ◽  
pp. 12509
Author(s):  
Ryszard J. Koziel ◽  
Jack C. Friedrich ◽  
Cort W. Rudolph ◽  
Hannes Zacher
Keyword(s):  
Work Ability ◽  
Healthy Aging ◽  
Positive Influence ◽  
Leader Member Exchange ◽  
Older Employees ◽  
Early Stages ◽  
Balanced Approach ◽  
Differentiated Leadership ◽  
Member Exchange ◽  
Initial Support

Little is known about the relative influence of age-differentiated leadership on healthy aging at work. Likewise, the age-conditional influence of age-differentiated leadership is understudied, and especially so in the context of the COVID-19 pandemic. Using a three-wave longitudinal study, we examined the role that age-differentiated leadership plays in the prediction of work ability, as measured three times over six months (n = 1130) during the early stages of the COVID-19 pandemic in Germany (i.e., December 2019, March 2020, and June 2020). The results suggest that although there were no systematic changes in work ability on average, there was notable within-person variability in work ability over time. Additionally, we find that a balanced approach to age-differentiated leadership that considers the needs of both older and younger employees matters most and complements the positive influence of leader–member exchange for predicting within-person variability in work ability. We also find that older employees’ work ability benefits from an approach to age-differentiated leadership that considers older employee’s needs, whereas younger employees’ work ability especially benefits from leader–member exchange and a balanced approach to age-differentiated leadership. Overall, these results provide initial support for the idea that an age-differentiated approach to leadership is important when considering healthy aging at work.

scholarly journals TO EXAMINE LEADER-MEMBER EXCHANGE AS MODERATING VARIABLE ON THE INFLUENCE OF EMPLOYEE PSYCHOLOGICAL UNCERTAINTY TOWARD EMPLOYEES’ JOB SATISFACTION AND TURNOVER INTENTION

2019 ◽  
Vol 1 (1) ◽  
Author(s):  
Muhammad Zakiy
Keyword(s):  
Job Satisfaction ◽  
Organizational Change ◽  
Turnover Intention ◽  
Negative Influence ◽  
Positive Influence ◽  
Leader Member Exchange ◽  
Member Exchange ◽  
Relationship Of ◽  
The Impact

The studies revealed that organizational change could create employee’s psychological uncertainty. However, this study argues that the quality of leader-member exchange enables to control the impact of the psychological uncertainty during the change toward employee’s attitude. This study represents job satisfaction and turnover intention as proxy of employee’s attitude for that matter. Based on social exchange theory, quality relationship of leader and employees affects on the relationship of psychological uncertainty and employee’s job satisfaction and turnover intention. This study selected private hospitals experiencing the changes of operational system for complying with national health security system. This study conducted cross-section survey for individual level-analysis. This study produces some findings. Firstly, the LMX has been failed to reduce the negative influence of psychological uncertainty towards employee’s job satisfaction, although the quality of the LMX was good. employee’s job satisfaction is more perceived as  personal afective state experienced during the organizational change. Secondly, the LMX has been successfully moderated the positive influence of the psychological uncertainty towards employee’s turnover intention.The data were collected by using questioners, distributed to the employees who worked in hospitals in Yogyakarta Province. There were 193 questioners that could be collected and analyzed by using Moderated Regression Analysis (MRA) to test the hypothesis by using SPSS application version 21. The result of the study shows that psychological uncertainty had negative correlation to employee’s job satisfaction and positive influence to psychological uncertainty toward turnover intention. Besides, LMX was proven to moderate positive influence of psychological uncertainty toward turnover intention, but it could not moderate negative influence of psychological uncertainty toward job satisfaction. 

Relationship between leader member exchange (LMX), high-involvement HRP and employee resilience on extra-role performance

2018 ◽  
Vol 10 (2) ◽  
pp. 126-150 ◽  
Author(s):  
Neha Gupta ◽  
Vandna Sharma
Keyword(s):  
Employee Engagement ◽  
Service Sector ◽  
Employee Performance ◽  
Positive Influence ◽  
North India ◽  
Leader Member Exchange ◽  
Role Performance ◽  
High Involvement ◽  
Content Type ◽  
Member Exchange

Purpose This paper aims to examine the role of employee engagement (EE) as a mediator in the relationship of extra-role performance (ERP) with leader member exchange (LMX), high-involvement human resource practices (HI HRPs) and employee resilience (ER) in the emerging service sector organizations in India. Design/methodology/approach Data have been gathered from 328 employees from executive and non-executive grades from metro rail organizations of North India through structured questionnaire. Before analysis, missing data and outliers were examined. Structure equation modelling (SEM) and confirmatory factor analysis have been performed to analyse the hypothesized model. Findings Findings reveal that all the constructs taken in the study – LMX, HI HRP and ER – had a positive influence on employees’ ERP through EE. Research limitations/implications This study is helpful in providing better understanding of the predictors of EE and the way it affects employees’ ERP for researches that are aiming to conduct related research studies in an Indian context. To achieve higher employee performance, organizations need to identify factors or drivers that potentially increase the EE levels, thereby, increasing the employees’ performance. This will also help HR practitioners in shaping and formulating effective organizational policies and practices. Originality/value This study has considered the emerging service sector organizations in India that have not been endeavoured before as earlier studies concentrated more on Western countries. The result of the study is congruent with that of the previous studies by establishing a positive relationship between EE and employees’ ERP and also concludes that LMX, HI HRP and ER have positive influence on EE.

scholarly journals THE EFFECT OF EMPOWERING LEADERSHIP ON INTRINSIC MOTIVATION: THE ROLE OF PSYCHOLOGICAL EMPOWERMENT AS A MEDIATION

2020 ◽  
Vol 2 (2) ◽  
Author(s):  
Venita Putri Utami ◽  
Muhammad Zakiy
Keyword(s):  
Employee Engagement ◽  
Work Engagement ◽  
Structural Equation ◽  
Positive Impact ◽  
Employee Performance ◽  
Positive Influence ◽  
Equation Modeling ◽  
Leader Member Exchange ◽  
Cross Sectional ◽  
Member Exchange

Closeness and compatibility between leaders and subordinates significantly affect the comfort of work, which results in employee performance. Through satisfaction in working, it can create employee engagement, which can contribute to improving employee performance. This study aims to determine the effect of leader-member exchange and personal supervisor fit on employee performance mediated by work engagement on Syariah Bank employees in the Special Region of Yogyakarta. The sample in this study amounted to 132 employees using purposive sampling techniques whose data collection uses cross-sectional analysis with the level of analysis of individual samples. This research uses Structural Equation Modeling (SEM) to analyze the data. The results showed that the leader-member exchange and person supervisor fit had a positive effect on work engagement, and work engagement had a positive impact on employee performance. Also, this study demonstrates that work engagement is able to mediate the positive influence of leader-member exchange and person supervisor fit on employee performance. For this reason, it can be said that work engagement is an antecedent that shapes employee performance, which is preceded by leader-member exchange and person supervisor fit.

scholarly journals KECERDASAN EMOSIONAL DAN LEADER MEMBER EXCHANGE SEBAGAI FAKTOR PEMICU KINERJA KARYAWAN

2020 ◽  
Vol 7 (2) ◽  
Author(s):  
Senny Handayani Suarsa
Keyword(s):  
Emotional Intelligence ◽  
Employee Performance ◽  
Descriptive Analysis ◽  
Positive Influence ◽  
Survey Method ◽  
Leader Member Exchange ◽  
Validity And Reliability ◽  
Member Exchange ◽  
Future Data ◽  
Leadership Changes

This study are expected to get an overview of Emotional Intelligence (EI), Leader Member Exchange (LMX), Employee Performance (EP) and the influence of EI and LMX on EP. Besides, this reference can be used for Auto 2000 to determine how to manage the EI of its employees with the situation of leadership changes in their divisions in the future. Data were collecting through a saturated survey method involving 30 respondents and processing through validity and reliability, descriptive analysis, Ttest and Ftest, and regression. The results had a significant and positive influence on the performance of Auto 2000 Asia Afrika Bandung employees. Thus the hypothesis is proven.

scholarly journals The influence of newcomers’ proactive personality on their psychological contract

2017 ◽  
Vol 30 (4) ◽  
pp. 607-626
Author(s):  
Kyungmin Kim
Keyword(s):  
Psychological Contract ◽  
Structural Equation ◽  
Organizational Factors ◽  
Positive Influence ◽  
Proactive Personality ◽  
Equation Modeling ◽  
Personality Factors ◽  
Leader Member Exchange ◽  
Member Exchange ◽  
The Relationship

This study investigates the influence of newcomers’ personality on their psychological contract. Especially, we focused on the proactive personality of the newcomers who have worked less than one-year in the current organization. We hypothesized that the extent to which newcomers have proactive personality would have a positive effect on the perception of promise in the relationship with the organization. Also, we expected that this relationship would be mediated by the leader-member exchange. 433 newcomers participated in the survey, and structural equation modeling (SEM) has been adopted to test the hypotheses. As the result, individuals’ proactive personality had a positive influence on the perception of promises, and this relationship was partially mediated by the leader-member exchange level. These results imply that individuals’ psychological contract could be affected by personality factors as well as organizational factors. Also, it shows that the relationship newcomers make with their supervisor has an important role in perceiving psychological contract with the organization.

Mean Leader–member Exchange and Team Voice: Roles of Team Task Reflexivity and Perspective Taking

2017 ◽  
Vol 45 (7) ◽  
pp. 1221-1232 ◽  
Author(s):  
Jing Jiang
Keyword(s):  
Social Exchange ◽  
Perspective Taking ◽  
Social Exchange Theory ◽  
Positive Influence ◽  
Leader Member Exchange ◽  
Full Time ◽  
Study Results ◽  
Team Task ◽  
Member Exchange ◽  
The Relationship

Using social exchange theory as a basis, I examined the effect of mean leader–member exchange (MLMX) on team voice, and how this relationship is mediated by team task reflexivity and moderated by perspective taking. Participants were 301 full-time employees in 46 teams, who took part in a field study. Results showed that MLMX had a positive influence on team voice, team task reflexivity played a mediating role in the relationship between MLMX and team voice, and perspective taking moderated the relationship between MLMX and team task reflexivity. The theoretical and practical implications of these findings are discussed.

scholarly journals Leader-member exchange fosters nurses’ job and life satisfaction: The mediating effect of job crafting

PLoS ONE ◽  
2021 ◽  
Vol 16 (4) ◽  
pp. e0250789
Author(s):  
JiaLiang Pan ◽  
Chui-Yu Chiu ◽  
Kun-Shan Wu
Keyword(s):  
Job Satisfaction ◽  
Life Satisfaction ◽  
Positive Influence ◽  
Partial Least Square ◽  
Least Square ◽  
Mediating Effect ◽  
Job Crafting ◽  
Leader Member Exchange ◽  
Member Exchange ◽  
Significant Positive Influence

This study aims to evaluate the effects of leader-member exchange (LMX) on job and life satisfaction among nurses in China and to examine the mediating effect of individual and collaborative job crafting between LMX and job and life satisfaction. The study recruited 263 nurses who worked in hospitals in Zhejiang province, China. A set of self-administered questionnaires were used to measure the variables of LMX, job crafting, job and life satisfaction. The data was analyzed using the partial least square structural equation modelling (PLS-SEM). The results reveal that LMX has a significant positive influence on job crafting and job satisfaction. Collaborative job crafting has a significant positive influence on the job satisfaction of nurses, whereas individual job crafting does not. Moreover, LMX will affect job satisfaction and life satisfaction through a partial mediating effect of both individual and collaborative job crafting. Finally, the article discusses the academically and practical implications, and also provide some suggestions and directions for the future research.

Compensatory Coping Through the Extension of Working Hours

2019 ◽  
Vol 63 (3) ◽  
pp. 115-128 ◽  
Author(s):  
Maie Stein ◽  
Sylvie Vincent-Höper ◽  
Nicole Deci ◽  
Sabine Gregersen ◽  
Albert Nienhaus
Keyword(s):  
Job Demands ◽  
Working Hours ◽  
Well Being ◽  
Leader Member Exchange ◽  
Workplace Health ◽  
High Quality ◽  
Data Analyses ◽  
Member Exchange ◽  
The Relationship ◽  
Advance Knowledge

Abstract. To advance knowledge of the mechanisms underlying the relationship between leadership and employees’ well-being, this study examines leaders’ effects on their employees’ compensatory coping efforts. Using an extension of the job demands–resources model, we propose that high-quality leader–member exchange (LMX) allows employees to cope with high job demands without increasing their effort expenditure through the extension of working hours. Data analyses ( N = 356) revealed that LMX buffers the effect of quantitative demands on the extension of working hours such that the indirect effect of quantitative demands on emotional exhaustion is only significant at low and average levels of LMX. This study indicates that integrating leadership with employees’ coping efforts into a unifying model contributes to understanding how leadership is related to employees’ well-being. The notion that leaders can affect their employees’ use of compensatory coping efforts that detract from well-being offers promising approaches to the promotion of workplace health.

Authentische Führung

2018 ◽  
Vol 62 (3) ◽  
pp. 142-160
Author(s):  
Luise Franke-Bartholdt ◽  
Dirk Frömmer ◽  
Jürgen Wegge ◽  
Anja Strobel
Keyword(s):  
Authentic Leadership ◽  
Leader Member Exchange ◽  
Member Exchange

Zusammenfassung. Zur Erfassung authentischer Führung fehlt im deutschen Sprachraum ein transparent validiertes Messverfahren. Der vorliegende Beitrag soll mit einer deutschen Adaption des Authentic Leadership Inventory von Neider und Schriesheim (2011) diese Lücke schließen. Nach der Übersetzung des Originals wurde das Deutsche Inventar Authentischer Führung (DIAF) in drei Stichproben (Ngesamt = 705) geprüft und modifiziert. In konfirmatorischen Faktorenanalysen konnte die theoretisch postulierte Binnenstruktur mit vier Komponenten bestätigt werden: Selbstbewusstheit, Transparenz in Beziehung zu anderen, verinnerlichte moralische Perspektive und ausgewogene Informationsverarbeitung. Die internen Konsistenzen der Gesamtskala (16 Items) und Einzelkomponenten lagen im guten bis sehr guten Bereich. Es wurden erwartungskonforme Zusammenhänge zu anderen Führungsskalen gefunden (positive Korrelationen zu ethischer Führung und Leader Member Exchange, negative Korrelationen zu destruktiver Führung). Das Instrument zeigte bedeutsame Zusammenhänge zu zentralen organisationalen Ergebniskriterien (Wohlbefinden, Arbeitsengagement, individuelle Leistung) und inkrementelle Validität über andere Führungsskalen hinaus. Insgesamt kann das DIAF als ökonomisches und valides Verfahren zur Erfassung authentischer Führung eingesetzt werden.

The Relationship Between Leader–Member Exchange and Employees’ Proactive Behaviors

2019 ◽  
Vol 18 (2) ◽  
pp. 106-111
Author(s):  
Fong-Yi Lai ◽  
Szu-Chi Lu ◽  
Cheng-Chen Lin ◽  
Yu-Chin Lee
Keyword(s):  
Hierarchical Linear Modeling ◽  
Future Research ◽  
Leader Member Exchange ◽  
Voice Behavior ◽  
Linear Modeling ◽  
Team Members ◽  
Member Exchange ◽  
Multi Temporal ◽  
The Relationship ◽  
Practical Implications

Abstract. The present study proposed that, unlike prior leader–member exchange (LMX) research which often implicitly assumed that each leader develops equal-quality relationships with their supervisors (leader’s LMX; LLX), every leader develops different relationships with their supervisors and, in turn, receive different amounts of resources. Moreover, these differentiated relationships with superiors will influence how leader–member relationship quality affects team members’ voice and creativity. We adopted a multi-temporal (three wave) and multi-source (leaders and employees) research design. Hypotheses were tested on a sample of 227 bank employees working in 52 departments. Results of the hierarchical linear modeling (HLM) analysis showed that LLX moderates the relationship between LMX and team members’ voice behavior and creative performance. Strengths, limitations, practical implications, and directions for future research are discussed.

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