scholarly journals The Relationship between Perceptions of Organizational Politics and Perceived Work Performance: Focusing on the 3-way interaction Effect of Leader-member Exchange and Self-efficacy

2016 ◽  
Vol 16 (8) ◽  
pp. 48-58
Author(s):  
Jae-Choon Park
Keyword(s):  
Interaction Effect ◽  
Self Efficacy ◽  
Work Performance ◽  
Organizational Politics ◽  
Leader Member Exchange ◽  
Perceptions Of Organizational Politics ◽  
Member Exchange ◽  
The Relationship

The roles of self-efficacy and leader–member exchange in the relationship between job crafting and work–self facilitation

2018 ◽  
Vol 47 (7) ◽  
pp. 1362-1384 ◽  
Author(s):  
Diellza Gashi Tresi ◽  
Katarina Katja Mihelič
Keyword(s):  
Self Efficacy ◽  
Work Performance ◽  
Job Crafting ◽  
Leader Member Exchange ◽  
Content Type ◽  
Moderated Mediation Model ◽  
Member Exchange ◽  
Work Family ◽  
The Relationship

PurposeBuilding on the work–home resources model, the purpose of this paper is to test the mediating role of employee self-efficacy in the relationship between job crafting and work–self facilitation. The paper further explores the moderating role of the quality of leader–member exchange (LMX).Design/methodology/approachA sample of 204 employees from a European country was used to test the proposed moderated mediation model. The analysis was performed using Hayes’ Process Macro.FindingsThe findings indicate that job crafting is positively associated with self-efficacy which, in turn, is positively associated with work–self facilitation. In other words, self-efficacy mediates the relationship between job crafting and work–self facilitation. Furthermore, LMX moderates the relationship between job crafting and self-efficacy.Practical implicationsThe results of this study offer guidelines for human resource (HR) professionals interested in grasping how organisations can assist employees in experiencing work–self facilitation.Originality/valueThis study advances the existing literature by investigating the antecedents of work–self facilitation, which is an understudied variable in the work–family and HR literature, thereby responding to calls to include aspects of self in the discussion on different life domains in order to obtain an all-inclusive view of how employees function. Furthermore, it demonstrates how LMX and job crafting promote the fulfilment of an employee’s own personal interests and hobbies. Such information is relevant to HR practitioners as it might help them boost employees’ work performance.

A model of perceptions of politics: antecedents and outcomes

2020 ◽  
Vol 39 (9/10) ◽  
pp. 1013-1028
Author(s):  
Sakina Abbad Al Jisr ◽  
Abdul Rahman Beydoun ◽  
Nehale Mostapha
Keyword(s):  
Turnover Intention ◽  
Negative Impact ◽  
Behavioral Outcomes ◽  
Organizational Politics ◽  
Employee Perceptions ◽  
Leader Member Exchange ◽  
Content Type ◽  
Perceptions Of Organizational Politics ◽  
Member Exchange ◽  
Practical Implications

PurposeThe purpose of this paper is to examine the influence of one personal variable (locus of control) and two relationship variables (leader-member exchange and co-worker cooperation) on perceptions of organizational politics in Lebanese small and medium-sized enterprises (SMEs).Design/methodology/approachSurvey data was collected from 300 Lebanese employees from different SMEs located between Tripoli and Beirut.FindingsResults of regression analysis indicated that all the three variables were significant predictors of perceptions of politics, and that perceptions of politics affected employee outcomes. More specifically, higher levels of politics are associated with higher turnover intention and lower job satisfaction.Practical implicationsResults of this study raise several implications for companies and employers. Perceptions of politics were found to have a negative impact on employee attitudinal and behavioral outcomes. Therefore, employers must examine the factors that affect employee perceptions of politics in the workplace. Since leader-member exchange and co-worker cooperation were found to predict politics, management's efforts should focalize on improving the relationships between employees and their supervisor as well as their relationships with each other. Management should develop strategies to create an atmosphere of cooperation and support in the organization.Originality/valueThere is paucity of studies on organizational politics in Arabic cultures. This study extends the organizational politics literature by investigating antecedents and outcomes of politics in Lebanon, a country that differs in its culture from US and European contexts.

Integrating Implicit Leadership Theories, Leader–Member Exchange, Self-Efficacy, and Attachment Theory to Predict Job Performance

2018 ◽  
Vol 122 (3) ◽  
pp. 1117-1144 ◽  
Author(s):  
Alireza Khorakian ◽  
Mohammad Sadegh Sharifirad
Keyword(s):  
Job Performance ◽  
Self Efficacy ◽  
Leader Member Exchange ◽  
Leadership Theories ◽  
Attachment Insecurity ◽  
Implicit Leadership ◽  
Implicit Leadership Theory ◽  
Implicit Leadership Theories ◽  
Member Exchange ◽  
The Relationship

The impact of implicit leadership theories on performance and the mechanism linking them have received insufficient theoretical and research attention. Drawing on Bandura's social cognitive theory, the present study contributes theory through examining the assertion that higher congruence between followers' implicit leadership theory and the characteristics of supervisors enhance job performance through higher quality of leader–member exchange and self-efficacy. Moreover, in the proposed model, attachment insecurity was considered as the antecedent of the congruence and leader–member exchange in addition to the moderator of the relationship between them. Capitalizing upon Structural Equation Modeling (SEM), this study tested the model in a field study using a sample of employees in knowledge-oriented firms in Iran. The results suggest that the congruence between followers' implicit leadership theory and the characteristics of supervisors does not directly impact performance and leader–member exchange and self-efficacy are the full mediators. The results also showed that attachment insecurity is the predictor of neither the congruence nor the leader–member exchange. Additionally, attachment insecurity moderates the relationship between these two variables in a way that when attachment insecurity is high, the congruence has more positive impact on leader–member exchange.

scholarly journals Innovative Behavior in the Workplace: An Empirical Study of Moderated Mediation Model of Self-Efficacy, Perceived Organizational Support, and Leader–Member Exchange

2021 ◽  
Vol 11 (12) ◽  
pp. 182
Author(s):  
Woo-Sung Choi ◽  
Seung-Wan Kang ◽  
Suk Bong Choi
Keyword(s):  
Nonprofit Organizations ◽  
Organizational Performance ◽  
Organizational Support ◽  
Self Efficacy ◽  
Perceived Organizational Support ◽  
Leader Member Exchange ◽  
Innovative Behavior ◽  
Member Exchange ◽  
Resource Perspective ◽  
The Relationship

Recently, most organizations, from for-profit organizations to nonprofit organizations, are facing a rapidly changing environment and increased uncertainty. Organizational performance now depends on quickly responding and overcoming change through employees’ innovative behavior. As the importance of innovative behavior has been highlighted, many organizations are looking for effective ways to encourage employees to adopt innovative behavior. From the resource perspective, innovative behavior can be regarded as high-intensity job demand, and organizations should support innovative behavior by providing and managing employees’ resources. Based on the conservation of resource perspective, this study attempted to empirically explore how self-efficacy and perceived organizational support affect the relationship between leader–member exchange (LMX) and innovative behavior. Using two-wave, time-lagged survey data from 337 employees in South Korea, we found that leader–member exchange enhances innovative behavior via the mediation of self-efficacy. Additionally, perceived organizational support positively moderates the relationship between leader–member exchange and self-efficacy. Our findings demonstrate that self-efficacy is a mediating mechanism in the relationship between leader–member exchange and innovative behavior. Furthermore, this study suggests that the higher the level of perceived organizational support, the greater the effect of leader–member exchange on innovative behavior affected by self-efficacy.

Leaders can facilitate creativity: the moderating roles of leader dialectical thinking and LMX on employee creative self-efficacy and creativity

2020 ◽  
Vol 35 (5) ◽  
pp. 405-417
Author(s):  
Guohong Helen Han ◽  
Yuntao Bai
Keyword(s):  
Self Efficacy ◽  
High Tech ◽  
Leader Member Exchange ◽  
Technological Advancement ◽  
Employee Creativity ◽  
Dialectical Thinking ◽  
Content Type ◽  
Member Exchange ◽  
Creative Self ◽  
The Relationship

PurposeResearch has shown that creative self-efficacy is an important antecedent of workplace creativity, but recent research indicates that this relationship may be moderated by contextual factors. The current study investigates whether leader dialectical thinking and leader member exchange moderate the relationship between employee creative self-efficacy and employee creativity.Design/methodology/approachA survey sample of 222 employees in 43 teams from Chinese high-tech companies was collected and HLM was used to test our research model.FindingsThe positive association between employee creative self-efficacy and employee creativity was strengthened when a leader displayed a dialectical thinking style. Additional analyses failed to find support for the moderating role of leader-member exchange (LMX).Research limitations/implicationsThese findings establish leadership cognitive style as a potential boundary condition of the relationship between creative self-efficacy and employee creativity.Practical implicationsCompanies can make an active effort in recruiting and training leaders who have a dialectical mindset as they can play significant roles in facilitating employee creativity.Social implicationsTechnological advancement and innovation is important for social welfare. This paper helps to improve the efficiency of creativity processes and finally benefits the whole society.Originality/valueThis is the first introduction of the leader's dialectical thinking as a moderator of the relationship between creative self-efficacy and creativity.

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