THE MEDIATING EFFECT OF ORGANIZATIONAL TRUST IN THE RELATIONSHIP BETWEEN LEADER MEMBER EXCHANGE AND ORGANIZATIONAL INNOVATIVENESS

2014 ◽  
Vol 19 (2) ◽  
Author(s):  
Raminta Pucetaite ◽  
Aurelija Novelskaite
Keyword(s):  
Organizational Trust ◽  
Mediating Effect ◽  
Leader Member Exchange ◽  
Organizational Innovativeness ◽  
Member Exchange ◽  
The Relationship

The mediating effect of leader–member exchange on the relationship between Theory X and Y management styles and affective commitment: A multilevel analysis

2012 ◽  
Vol 18 (2) ◽  
pp. 159-174 ◽  
Author(s):  
Faruk Şahin
Keyword(s):  
Affective Commitment ◽  
Management Style ◽  
Mediating Effect ◽  
Future Research ◽  
Leader Member Exchange ◽  
Management Styles ◽  
Member Exchange ◽  
The Relationship ◽  
Theory Y ◽  
Theory X

AbstractThe purpose of the present study was to investigate the relationship between McGregor's Theory X and Y management styles and affective commitment through the mediating mechanism of the leader–member exchange (LMX). Adopting a multilevel perspective to explain the complex relations among variables, data were collected from 56 supervisors and 173 subordinates from yacht building companies in Turkey. The results indicated that the Theory Y management style related positively to affective commitment and LMX. In addition, the results indicated that LMX partially mediated the relationship between the Theory Y management style and affective commitment. However, the Theory X management style had no relationships with either LMX or affective commitment. Implications for future research and practice are discussed.

The mediating effect of leader–member exchange on the relationship between Theory X and Y management styles and affective commitment: A multilevel analysis

2012 ◽  
Vol 18 (2) ◽  
pp. 159-174 ◽  
Author(s):  
Faruk Şahin
Keyword(s):  
Affective Commitment ◽  
Management Style ◽  
Mediating Effect ◽  
Future Research ◽  
Leader Member Exchange ◽  
Management Styles ◽  
Member Exchange ◽  
The Relationship ◽  
Theory Y ◽  
Theory X

AbstractThe purpose of the present study was to investigate the relationship between McGregor's Theory X and Y management styles and affective commitment through the mediating mechanism of the leader–member exchange (LMX). Adopting a multilevel perspective to explain the complex relations among variables, data were collected from 56 supervisors and 173 subordinates from yacht building companies in Turkey. The results indicated that the Theory Y management style related positively to affective commitment and LMX. In addition, the results indicated that LMX partially mediated the relationship between the Theory Y management style and affective commitment. However, the Theory X management style had no relationships with either LMX or affective commitment. Implications for future research and practice are discussed.

MODELLING THE LINK BETWEEN LEADER–MEMBER EXCHANGE AND INDIVIDUAL INNOVATION IN R&D

2016 ◽  
Vol 20 (03) ◽  
pp. 1650038
Author(s):  
LEIF DENTI ◽  
SVEN HEMLIN
Keyword(s):  
Individual Characteristics ◽  
Mediating Effect ◽  
Leader Member Exchange ◽  
Team Leaders ◽  
Scientific Publications ◽  
Team Members ◽  
Personal Initiative ◽  
Organisational Support ◽  
Member Exchange ◽  
The Relationship

This study models individual characteristics, leadership, and organisational support in relationship to individual innovation in highly complex research and development (R&D) settings. The study reports on a survey of 166 R&D team members, 43 team leaders, and 10 department managers in five Swedish industrial organisations. Individual innovation was measured using four indicators (new products, new patent applications, scientific publications, and other publications) and team leaders’ ratings of innovative work behaviour. Individuals’ inclination to take personal initiative predicted individual innovation, while intrinsic motivation and leadership (conceptualised by leader–member exchange (LMX) theory) did not. A mediating effect was found whereby LMX was associated with individual innovation through the personal initiative of team members. Organisational support moderated the relationship between LMX and individual initiative. High organisational support strengthened the relationship.

Investigating the relationship between benevolent leadership and the organizational citizenship behaviour of academic staff: The mediating role of leader-member exchange

2020 ◽  
pp. 089202062098000
Author(s):  
Huong Xuan Ho ◽  
Angelina Nhat Hanh Le
Keyword(s):  
Organizational Citizenship ◽  
Academic Staff ◽  
Mediating Effect ◽  
Leader Member Exchange ◽  
Mediating Role ◽  
Benevolent Leadership ◽  
Member Exchange ◽  
University Leaders ◽  
The Relationship

While research on the relationship between leadership and organizational citizenship behaviours (OCBs) is well-established, empirical knowledge on the influence of benevolent leadership on OCBs through the mediating role of leader-member exchange, particularly in the context of educational management, remains scarce. Moreover, discussion is still limited on benevolent leadership in a Confucian-based culture like Vietnam, as well as the distinction between the two types of academic staff OCBs, namely OCBs directed to the organization (termed as OCBO) and OCBs directed to individuals (termed as OCBI). Based on survey data collected from 333 lecturers in Vietnamese universities, the analysis results confirm the mediating effect of leader-member exchange on the linkages from benevolent leadership to both OCBO and OCBI. University leaders with benevolence can motivate academic staff to engage in extra-role behaviours that benefit not only the organization but also other colleagues and students through nurturing a good quality leader-member exchange.

scholarly journals The Mediated Moderating Role of Organizational Learning Culture in the Relationships among Authentic Leadership, Leader-Member Exchange, and Employees’ InnovativeBehavior

2021 ◽  
Vol 13 (19) ◽  
pp. 10802
Author(s):  
Ki Baek Jung ◽  
S.M. Ebrahim Ullah ◽  
Suk Bong Choi
Keyword(s):  
Organizational Learning ◽  
Authentic Leadership ◽  
Learning Culture ◽  
Mediating Effect ◽  
Future Research ◽  
Leader Member Exchange ◽  
Innovative Behavior ◽  
Organizational Learning Culture ◽  
Member Exchange ◽  
The Relationship

Previous studies have shown that enhancing employees’ innovative behavior can facilitate organizations’ sustainable competitiveness. This study investigated the relationship between authentic leadership and employees’ innovative behavior in Korean manufacturing and service companies. Moreover, the study examined the complex processes and conditions underlying this relationship. The results indicated that authentic leadership was significantly related to employees’ innovative behavior and that leader–member exchange mediated the relationship between authentic leadership and employees’ innovative behavior. Additionally, organizational learning culture moderated the relationship between leader–member exchange and employees’ innovative behavior. Finally, organizational learning culture moderated the mediating effect of authentic leadership on innovative behavior via leader–member exchange. We discuss the theoretical and practical implications of these findings as well as the study’s limitations for future research directions.

Sign in / Sign up

Export Citation Format

Share Document