Leader-Member Exchange and Group Level Processes, Justice Climates, and Attitudinal Outcomes

2012 ◽  
Vol 2012 (1) ◽  
pp. 11939
Author(s):  
Anthony Cobb ◽  
Rebecca S Lau
Keyword(s):  
Leader Member Exchange ◽  
Group Level ◽  
Member Exchange

The Effects of LMX Differentiation on Team Performance: Investigating the Mediating Properties of Cohesion

2019 ◽  
Vol 27 (2) ◽  
pp. 180-188 ◽  
Author(s):  
Brian Manata
Keyword(s):  
Team Performance ◽  
Social Cohesion ◽  
Leader Member Exchange ◽  
Group Level ◽  
Member Exchange ◽  
Task Cohesion ◽  
Negative Effect ◽  
Performance Results

Although conceptualized initially as a dyadic-level theory, scholars have since broadened the theoretical underpinnings of leader–member exchange (LMX) to account for its effects on group-level phenomena. LMX differentiation, for example, captures the extent to which variance in LMX quality within teams affects numerous outcomes (e.g., performance). However, the specific mechanisms by which LMX differentiation affects team-level outcomes remains virtually unknown. In an attempt to address this limitation, this study investigates the extent to which task and social cohesion mediate the effects of LMX differentiation on team performance. Results indicate that the negative effect of LMX differentiation on team performance is mediated by task cohesion but not by social cohesion. In addition, LMX differentiation was found to have a negative effect of social cohesion, which was also mediated by task cohesion. A discussion is offered in which the implications of these results are entertained.

Leveraging leader–leader exchange to enrich the effect of leader–member exchange on team innovation

2017 ◽  
Vol 26 (4) ◽  
pp. 555-570
Author(s):  
Jaewan Yang
Keyword(s):  
Work Group ◽  
Leader Member Exchange ◽  
Group Level ◽  
Mediation Model ◽  
Exchange Relationships ◽  
Team Innovation ◽  
Moderated Mediation Model ◽  
Member Exchange ◽  
The Relationship ◽  
Innovation Support

AbstractIn this study, I propose supervisors’ upward leader–leader exchange relationships as an important boundary condition for the relationship between average leader–member exchange (LMX) relationships and a climate for innovation support at the group level. Specifically, I argue that the effect of resource spillover to poor-LMX subordinates within a work group is an important mechanism that leads to the development of a climate that supports innovation. I test the hypothesized moderated-mediation model by using multisource and multiwave data collected from 590 employees and 75 supervisors. The findings indicate that the indirect effect of team LMX relationships on team effectiveness via a climate for innovation support is more positive under high conditions of leader–leader exchange, whereas the effect is less positive under low conditions of leader–leader exchange. Implications and limitations relevant to developing research around LMX and innovation are addressed.

Leader-member exchange, group-level processes, and group performance

2004 ◽  
Author(s):  
Orly Dotan ◽  
Harold W. Goldstein ◽  
Lisa H. Nishii ◽  
David M. Mayer
Keyword(s):  
Group Performance ◽  
Leader Member Exchange ◽  
Group Level ◽  
Exchange Group ◽  
Member Exchange

Communicating Leader-Member Relationship Quality

2017 ◽  
Vol 54 (2) ◽  
pp. 115-145 ◽  
Author(s):  
Leah M. Omilion-Hodges ◽  
Colin R. Baker
Keyword(s):  
Focus Groups ◽  
Relationship Quality ◽  
Relationship Development ◽  
Self Report ◽  
Leader Member Exchange ◽  
Dyadic Relationships ◽  
Group Level ◽  
Communicative Behavior ◽  
Half Century ◽  
Member Exchange

A half century of leader-member exchange research suggests that leaders share high- or low-quality relationships with members. However, these binary shortcuts dissolve the complexity of what is actually exchanged between leader and member. Therefore, a communicative view of these special dyadic relationships is forwarded, suggesting that leader-member relationships are a byproduct of, and produced through, concrete and continuous communicative exchanges. This scholarship answers long-standing calls for enhanced theoretical precision in parceling out the literal exchanges that take place between leader and member. Based on the results of focus groups and two self-report surveys, scales are developed to measure various dimensions of leader communicative behavior that may facilitate or hinder relationship development and maintenance. Group-level implications are discussed.

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.

Give and take: An episodic perspective on leader-member exchange.

2019 ◽  
Vol 104 (1) ◽  
pp. 34-51 ◽  
Author(s):  
Zhenyu Liao ◽  
Wu Liu ◽  
Xian Li ◽  
Zhaoli Song
Keyword(s):  
Leader Member Exchange ◽  
Member Exchange
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