scholarly journals Educational leadership, leader-member exchange and teacher self-efficacy

2020 ◽  
Vol 4 (2) ◽  
pp. 140-153
Author(s):  
Gabriela Flores ◽  
Denver Fowler ◽  
Richard Posthuma
Keyword(s):  
Educational Leadership ◽  
Social Comparison ◽  
School Leadership ◽  
Self Efficacy ◽  
Cognitive Theory ◽  
Leader Member Exchange ◽  
Comparison Theory ◽  
Member Exchange ◽  
Teacher Self Efficacy ◽  
And Performance

The purpose of this article is to examine social cognitive theory and social comparison theory, and how they are integrated to propose that self-efficacy mediates the relationship between leader-member exchange social comparison (LMXSC) and performance. Furthermore, the article supports the need for development and examination of the effects of educational leadership and teacher self-efficacy. That is, to determine if school leadership has an effect on teacher self-efficacy, and if teacher self-efficacy has an effect on student achievement. The preliminary conceptual model developed within the article includes insightful research questions to be considered for impending future studies. The authors hope this line of research will investigate the extent to which teacher self-efficacy is responsible for behavior outcomes associated with LMXSC, as well as the effect school leadership and teacher self-efficacy brings to this process.

Transformational school leadership and teacher self-efficacy as predictors of perceived collective teacher efficacy

2016 ◽  
Vol 46 (1) ◽  
pp. 49-64 ◽  
Author(s):  
Stefan R Ninković ◽  
Olivera Č Knežević Florić
Keyword(s):  
Transformational Leadership ◽  
Teacher Efficacy ◽  
School Leadership ◽  
Collective Efficacy ◽  
Self Efficacy ◽  
Social Cognitive ◽  
Cognitive Theory ◽  
Collective Teacher Efficacy ◽  
Hierarchical Regression ◽  
Teacher Self Efficacy

Although scholars have acknowledged the role of collaborative relationships of teachers in improving the quality of instruction, teacher collective efficacy continues to be a neglected construct in educational research. The purpose of this paper is to explore the relations between transformational school leadership, teacher self-efficacy and perceived collective teacher efficacy, using a sample of 120 permanent secondary-school teachers in Serbia, whose average age was 42.5. The results of the hierarchical regression analysis showed that transformational school leadership and teacher self-efficacy were independent predictors of teacher collective efficacy. The research findings also showed that individually-focused transformational leadership contributed significantly to an explanation of collective efficiency after controlling specific predictor effects of group-focused dimensions of transformational leadership. It is argued that the results have a double meaning. First, this study expanded the understanding of the relationship between different dimensions of transformational school leadership and collective teacher efficacy. Second, a contribution of teacher self-efficacy to collective efficacy beliefs was established, confirming the assumptions of social cognitive theory on reciprocal causality between two types of perceived efficacy: individual and collective.

Implicit followership theory to employee creativity: The roles of leader–member exchange, self-efficacy and intrinsic motivation

2017 ◽  
Vol 25 (1) ◽  
pp. 81-95 ◽  
Author(s):  
Ming Kong ◽  
Haoying Xu ◽  
Aiqin Zhou ◽  
Yue Yuan
Keyword(s):  
Intrinsic Motivation ◽  
Organizational Behavior ◽  
Social Exchange ◽  
Self Efficacy ◽  
Social Exchange Theory ◽  
Social Cognitive ◽  
Cognitive Theory ◽  
Leader Member Exchange ◽  
Member Exchange ◽  
Creative Self

AbstractLeaders’ implicit followership theory describes leaders’ personal assumptions about the traits and behaviors that characterize followers. Unlike traditional organizational behavior research, studies on leaders’ implicit followership theory can deepen our understandings of ‘how leaders and followers perceive, decide and take action’ from follower-centric perspective. Adopting 267 follower–leader dyads from 16 Chinese enterprises as our final sample, we found that: (1) positive leaders’ implicit followership theory had significant positive effect on followers’ creativity; (2) followers’ leader–member exchange with leader, intrinsic motivation and creative self-efficacy mediated the positive relationship between positive leaders’ implicit followership theory and followers’ creativity; (3) no significance difference was found between the mediating effects of leader–member exchange, intrinsic motivation and creative self-efficacy. The current study not only extended the application of social cognitive theory in leadership research, but also made contributions to the enrichment of social exchange theory and componential theory of creativity.

Differentiatie door coaches binnen amateursportteams: terecht of onterecht?

2007 ◽  
Vol 20 (4) ◽  
Author(s):  
Wim van Breukelen ◽  
Wendy Wesselius
Keyword(s):  
Team Performance ◽  
Differential Treatment ◽  
Working Relationships ◽  
Leader Member Exchange ◽  
Sports Teams ◽  
Team Members ◽  
Lmx Theory ◽  
Member Exchange ◽  
Relevant Topic ◽  
And Performance

Differential treatment by coaches of amateur sports teams: right or wrong? Differential treatment by coaches of amateur sports teams: right or wrong? J.W.M. van Breukelen & W. Wesselius, Gedrag & Organisatie, volume 20, November 2007, nr. 4, pp. 427-444 A central assumption in the Leader-Member Exchange (LMX) theory is that leaders do not adopt a single style towards all members of their work unit, but treat the various team members differently. This may result in different kinds of working relationships between the leader and the various members ranging from formal to intense. The effects of these different LMX relationships are visible in important outcome variables such as job satisfaction and performance. Not only in working organizations but also in the context of sports differential treatment by the coach seems a relevant topic. In this article we describe the results of a field study among the players (N = 218) of 21 amateur sports teams. Firstly, we investigated on which aspects the coaches of these teams differentiated between the various team members and how these incidents of differential treatment were experienced by the players in terms of justice and fairness. In addition, we analyzed whether the frequency and evaluation of differential treatment was related to the players' enthusiasm and to team atmosphere and team performance. Social differentiation was appreciated less than task differentiation. Especially task differentiation proved to be important for team performance.

scholarly journals Leader-Member Exchange (LMX) and Performance: A Meta-Analytic Review

2015 ◽  
Vol 69 (1) ◽  
pp. 67-121 ◽  
Author(s):  
Robin Martin ◽  
Yves Guillaume ◽  
Geoff Thomas ◽  
Allan Lee ◽  
Olga Epitropaki
Keyword(s):  
Leader Member Exchange ◽  
Analytic Review ◽  
Member Exchange ◽  
And Performance

scholarly journals Leader-member Exchange (LMX) and Performance: A Meta-Analytic Review

2014 ◽  
Vol 2014 (1) ◽  
pp. 12416 ◽  
Author(s):  
Robin Martin ◽  
Yves R. F. Guillaume ◽  
Geoff Thomas ◽  
Allan Lee ◽  
Olga Epitropaki
Keyword(s):  
Leader Member Exchange ◽  
Analytic Review ◽  
Member Exchange ◽  
And Performance

Loaded with knowledge, yet green with envy: leader–member exchange comparison and coworkers-directed knowledge hiding behavior

2020 ◽  
Vol 24 (7) ◽  
pp. 1653-1680 ◽  
Author(s):  
Qingxiong Weng ◽  
Kashmala Latif ◽  
Abdul Karim Khan ◽  
Hussain Tariq ◽  
Hirra Pervez Butt ◽  
...  
Keyword(s):  
Social Comparison ◽  
Current Knowledge ◽  
Leader Member Exchange ◽  
Interaction Patterns ◽  
Content Type ◽  
Wave Data ◽  
Goal Interdependence ◽  
Member Exchange ◽  
Hiding Behavior ◽  
Knowledge Hiding

Purpose This study aims to explore an interpersonal predictor of coworkers-directed knowledge hiding behavior – the leader–member exchange social comparison (LMXSC). This study integrates leader–member exchange literature with social comparison theory to hypothesize that an individual’s upward LMXSC is positively correlated with coworkers-directed knowledge hiding and that an individual’s feelings of envy are mediated by the relationship between upward LMXSC and coworkers-directed knowledge hiding behavior. Also, this study proposes two-way and three-way interaction patterns of goal interdependence, which can influence LMXSC–envy relationships. Design/methodology/approach Two independent studies are conducted to test the hypothesized relationships. In Study 1, the authors collected multi-wave data from a large public sector university in China (N = 1,131). The authors then replicated the Study 1 findings by collecting multi-source and multi-wave data from a telecom company based in China (n = 379). Findings The authors found support across both studies for the idea that upward LMXSC is a possible interpersonal predictor of coworkers-directed knowledge hiding behavior. More specifically, it was found that feelings of envy ensue from upward LMXSC, resulting in further coworkers-directed knowledge hiding behavior. Further, this study shows that the influence of upward LMXSC on knowledge hiding behavior via feelings of envy was weaker (stronger) when employees have high (low) cooperative goal interdependence with coworkers, respectively, and when employees have low (high) competitive goal interdependence with the coworkers, respectively. Originality/value This study extends current knowledge management literature by introducing LMXSC as an interpersonal predictor of coworkers-directed knowledge hiding behavior. This will help practitioners to curb such counterproductive behavior.

The Relationship Between Goal Orientation, Social Comparison Responses, Self-Efficacy, and Performance

2008 ◽  
Vol 13 (3) ◽  
pp. 188-196 ◽  
Author(s):  
Carmen Carmona ◽  
Abraham P. Buunk ◽  
Arie Dijkstra ◽  
José M. Peiró
Keyword(s):  
Social Comparison ◽  
Goal Orientation ◽  
Self Efficacy ◽  
Mediating Role ◽  
The Social ◽  
And Performance ◽  
The Relationship

The present study examined whether social comparison responses (identification and contrast in social comparison) mediated the relationship between goal orientation (promotion and prevention) and self-efficacy, and whether self-efficacy was subsequently related with a better performance. As expected, the results showed that promotion-oriented individuals – who are focused on achieving success – had higher self-efficacy than prevention-oriented individuals – who are focused on avoiding failure. Only one of the social comparison responses had a mediating role. That is, the tendency to contrast oneself with others who were doing better mediated the relationship between a prevention goal orientation and self-efficacy. In addition, self-efficacy was related to a better performance.

Idiosyncratic Deals to Employee Outcomes: Mediating Role of Social Exchange Relationships

2018 ◽  
Vol 25 (4) ◽  
pp. 443-455 ◽  
Author(s):  
Satvir Singh ◽  
Prajya R. Vidyarthi
Keyword(s):  
Social Comparison ◽  
Social Exchange ◽  
Organizational Citizenship Behavior ◽  
Organizational Support ◽  
Citizenship Behavior ◽  
Leader Member Exchange ◽  
Employee Outcomes ◽  
Idiosyncratic Deals ◽  
Member Exchange

The individualized work-related agreements known as idiosyncratic deals (i-deals), which are negotiated between the employee and the employer, has been shown to affect employee outcomes. In this study, we suggest that social comparison theory, in addition to social exchange theory, can be used to explain the effect of i-deals on employee outcomes. This study explains the process through which i-deals lead to positive employee outcomes in the form of increased employee job satisfaction, organizational citizenship behavior, job performance, and reduced employee turnover. We hypothesized that employees’ perceived organizational support (POS), quality of relationship with the supervisor known as leader–member exchange (LMX), and quality of the relationship with the supervisor in comparison to others in the group termed as leader–member exchange social comparison (LMXSC) mediates the relationships between i-deals to outcomes. In a sample of 338 faculty employees nested in 49 departments from a private university, we found support for direct relationships between i-deals, outcomes, and mediators (POS, LMX, and LMXSC). We also found partial support for the mediation of LMX and LMXSC. The theoretical and practical implications of results are discussed.

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