scholarly journals The effect of team value diversity on team performance: The mediating role of relationship conflict and the moderating effects of organization citizenship behavior and leader-member exchange quality

2021 ◽  
Vol 11 (8) ◽  
pp. 2185-2194
Author(s):  
Abul Waleed ◽  
Wisal Ahmad ◽  
Muhammad Farooq Jan ◽  
Sadaqat Ali ◽  
Awais Jamal Khattak ◽  
...  
Keyword(s):  
Team Performance ◽  
Relationship Conflict ◽  
Citizenship Behavior ◽  
Leader Member Exchange ◽  
Mediating Role ◽  
Organization Citizenship Behavior ◽  
Member Exchange ◽  
Value Diversity ◽  
The Relationship

This paper aims to investigate the mediating role of relationship conflict and moderating role of organization citizenship behavior and leader-member-exchange quality on the relationship between team value diversity and team performance. Data was collected from 263 employees of the telecom sector addressing the variables of value diversity, team performance, relationship conflict, OCB and LMX. Regression analysis found that team value diversity negatively affects team performance, and relationship conflict significantly mediates this relationship. It was also found that OCB and LMX significantly moderate the relationship, such that in the presence of these two, value diversity doesn’t affect team performance rather team performance is positive when these two are present. The findings of this research confirm that for effective management of team diversity in organizations, team leaders must also wisely manage relationship conflict.

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.

Leader-member exchange differentiation and team creativity

2015 ◽  
Vol 36 (7) ◽  
pp. 798-815 ◽  
Author(s):  
Hongdan Zhao
Keyword(s):  
Moderated Mediation ◽  
Relationship Conflict ◽  
Mediation Model ◽  
Team Creativity ◽  
Content Type ◽  
Mediating Role ◽  
Moderated Mediation Model ◽  
Member Exchange ◽  
The Relationship

Purpose – The purpose of this paper is to examine the effect of leader-member exchange (LMX) differentiation on team creativity by developing a moderated mediation model. The model focuses on the mediating role of relationship conflict in linking LMX differentiation with team creativity and the moderating role of team-member exchange (TMX) median in influencing the mediation. Design/methodology/approach – The authors tested the model with a time-lagged field survey data from 358 employees and 98 supervisors belonging to 98 teams in a large diversified company with more than 15,000 employees, based in Shanghai, Southeastern China. In the first stage (T1), employees assessed LMX, TMX, relationship conflict, and control variables. In the second stage (T2), the leaders were asked to report team creativity. Findings – Results indicated that the relationship between LMX differentiation and team creativity was mediated by relationship conflict. Moderated mediation analyses further revealed that relationship conflict mediated the relationship between LMX differentiation and team creativity for only those teams with low-TMX median. Research limitations/implications – Testing the moderated mediation model helps to advance our theoretical understanding of the intervening processes that underlie the effect of LMX differentiation on team creativity. The findings may also help Chinese managers to inform the importance of helping subordinates better adapt to LMX differentiation, reducing relationship conflict, and constructing high-quality TMX relationships within groups, in order to promote team creativity. Originality/value – This empirical study provides preliminary evidence of the mediating role of relationship conflict in the negative relationship between LMX differentiation and team creativity. The moderated mediation model also extends the existing finding by showing that not only the quality of social exchange relationships with a supervisor (i.e. LMX) but also with team members (i.e. TMX), can moderate the impact of LMX differentiation on team outcomes.

Leader-member exchange and safety citizenship behavior: The mediating role of coworker trust

Work ◽  
2017 ◽  
Vol 56 (3) ◽  
pp. 387-395 ◽  
Author(s):  
Li Jiang ◽  
Feng Li ◽  
YongJuan Li ◽  
Rui Li
Keyword(s):  
Citizenship Behavior ◽  
Leader Member Exchange ◽  
Mediating Role ◽  
Member Exchange

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 ORGANIZATIONAL CITIZENSHIP BEHAVIOR AND LEADER-MEMBER EXCHANGE AS CORRELATES OF WORKPLACE VIOLENCE AMONG WORKERS: MODERATING ROLE OF AUTONOMY

2021 ◽  
Vol 6 (2) ◽  
Author(s):  
Stephen E. Iloke ◽  
Tochukwu M. Oguegbe ◽  
Leonard N. Ezeh
Keyword(s):  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Workplace Violence ◽  
Citizenship Behavior ◽  
Teaching Staff ◽  
Leader Member Exchange ◽  
Member Exchange ◽  
The Relationship ◽  
Moderating Role

The present study investigated the moderating role of autonomy in the relationship among organizational citizenship behaviours, leader member exchange and workplace violence. Two hundred and twenty (220) non-teaching staff of Nnamdi Azikiwe University, Awka campus participated in the study. They comprised of 176 females and 44 males. Their age ranged from 22 to 53 years with their mean age of 33.1yearsand standard deviation of 5.7. Four instruments were adopted in the study, namely 12-item workplace violence scale developed by Wang (2002), 20-item organizational citizenship behavior scale developed by Spector, Fox, Goh, Brussema & Kessler (2012), 11-item leader member exchange scale developed by Graen and Taylor (2004). Correlational design was employed for the study. Pearson product moment correlation statistics and multiple regression were also employed as the statistical tool to test the 4 hypotheses generated. The results of the hypotheses tested showed that organizational citizenship behavior positively and significantly correlated with workplace violence (r=.88, P<.001), leader member exchange positively and significantly correlated with workplace (r=.82, P<.001), autonomy significantly moderated the relationship between organizational citizenship behavior and leader member exchange on workplace violence β(.-67, t= -5.15, p<.01)). Autonomy moderated the relationship between organizational citizenship behavior and leader member exchange β(-2.34; t= -5.57, p<.01). It was recommended that workers should be encouraged to imbibe citizenship behaviours in their workplaces. <p> </p><p><strong> Article visualizations:</strong></p><p><img src="/-counters-/edu_01/0770/a.php" alt="Hit counter" /></p>

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