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Diebig M, Gritzka S, Gast M, Erschens R, Gündel H, Hofmann S, Junne F, Schröpel C, Angerer P. Leaders' mental health and leader-member exchange: Exploring relations on different levels of analysis. Scand J Psychol 2024. [PMID: 39013839 DOI: 10.1111/sjop.13057] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Abstract] [Key Words] [Grants] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Received: 06/27/2023] [Revised: 04/12/2024] [Accepted: 07/01/2024] [Indexed: 07/18/2024]
Abstract
INTRODUCTION Research on leader-member exchange (LMX) has shown that the relation between leaders and followers may be considered from different angles. Leaders may form individual relationships with followers (LMX quality), may agree with their followers on these relationships (LMX agreement), and may form different relationships within their work group (LMX variability). We posit that leaders' mental health may function as an antecedent for these different forms of LMX. We use conservation-of-resources theory as a theoretical model to describe how leaders' mental health may interact with relationship quality with followers on different levels. METHODS We operationalized leaders' mental health using depressive symptoms, anxiety, and stress reactivity. Our sample consisted of 322 followers of 75 leaders. Followers rated the LMX quality with their respective leader. Leaders rated depressive symptoms, anxiety, levels of stress reactivity, and LMX quality with their followers. RESULTS Results of multilevel modeling showed that stress reactivity was negatively related to LMX quality and anxiety was positively linked to LMX agreement. Depressive symptoms were not related to aspects of LMX. CONCLUSION By using multisource data on different analysis levels, we are able to include different perspectives on antecedents of LMX relationship quality. Implications for LMX at different levels of analysis as well as future research are discussed.
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Affiliation(s)
- Mathias Diebig
- Institute of Occupational, Social and Environmental Medicine, Medical Faculty, Heinrich Heine University Düsseldorf, Düsseldorf, Germany
- Department of Work and Organizational Psychology, Faculty I - Psychology, Trier University, Germany, Trier, Germany
| | - Susan Gritzka
- Institute of Occupational, Social and Environmental Medicine, Medical Faculty, Heinrich Heine University Düsseldorf, Düsseldorf, Germany
| | - Michael Gast
- Department of Psychosomatic Medicine and Psychotherapy, Faculty of Medicine, University Hospital Ulm,, University of Ulm, Ulm, Germany
| | - Rebecca Erschens
- Department of Psychosomatic Medicine and Psychotherapy, University Hospital Tuebingen, University of Tuebingen, Tuebingen, Germany
| | - Harald Gündel
- Department of Psychosomatic Medicine and Psychotherapy, Faculty of Medicine, University Hospital Ulm,, University of Ulm, Ulm, Germany
| | - Sophie Hofmann
- Department of Psychosomatic Medicine and Psychotherapy, Faculty of Medicine, University Hospital Ulm,, University of Ulm, Ulm, Germany
| | - Florian Junne
- Department of Psychosomatic Medicine and Psychotherapy, Otto von Guericke University Magdeburg, University Hospital Magdeburg, Magdeburg, Germany
| | - Carla Schröpel
- Department of Psychosomatic Medicine and Psychotherapy, University Hospital Tuebingen, University of Tuebingen, Tuebingen, Germany
| | - Peter Angerer
- Institute of Occupational, Social and Environmental Medicine, Medical Faculty, Heinrich Heine University Düsseldorf, Düsseldorf, Germany
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Maritsa E, Goula A, Psychogios A, Pierrakos G. Leadership Development: Exploring Relational Leadership Implications in Healthcare Organizations. INTERNATIONAL JOURNAL OF ENVIRONMENTAL RESEARCH AND PUBLIC HEALTH 2022; 19:15971. [PMID: 36498040 PMCID: PMC9739944 DOI: 10.3390/ijerph192315971] [Citation(s) in RCA: 3] [Impact Index Per Article: 1.5] [Reference Citation Analysis] [Abstract] [Key Words] [MESH Headings] [Track Full Text] [Figures] [Subscribe] [Scholar Register] [Received: 10/23/2022] [Revised: 11/27/2022] [Accepted: 11/28/2022] [Indexed: 06/17/2023]
Abstract
(1) Background: Relational Leadership Theory (RLT) has been gaining rising attention for the past 20 years with studies investigating multiple implications and practices of relationships within organizations. Yet, less attention has been given in healthcare settings. By virtue of the emerging need to move beyond exploring the quality of relationships and to move towards the exploitation of relational dynamics that influence leadership development in healthcare organizations, this study explores both the dyad relationships and the context in which those occur. With recent attention directed to the implementation of human-centered practices and the creation of effective networks to bring desired results, RLT is called on to advance this agenda within healthcare organizations. (2) Material and Methods: Research articles that examined leadership theories over the past thirty years were selected from computerized databases and manual searches. (3) Results: It is argued that the way and context in which relationships are formed between leaders and members is a social process that, in turn, shapes the effectiveness of the management of those organizations. Leadership is not rank-it is the relationship with the relational dynamics that play in the same context, creating evolutionary organizational processes. (4) Conclusions: This paper challenges leadership theory one step further. Exploring an organization through relational leadership theory is much like wearing the lens of 'cause and effect' in leadership behavioral studies. Therefore, this study contributes to this direction with a robust co-examination of relational dynamics that take place in the healthcare sector, showcasing a broader framework in which relational leadership is germinated and influences its outcomes.
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Affiliation(s)
- Evangelia Maritsa
- Department of Business Administration, School of Administrative, Economics and Social Sciences, University of West Attica, 12243 Athens, Greece
| | - Aspasia Goula
- Department of Business Administration, School of Administrative, Economics and Social Sciences, University of West Attica, 12243 Athens, Greece
| | | | - Georgios Pierrakos
- Department of Business Administration, School of Administrative, Economics and Social Sciences, University of West Attica, 12243 Athens, Greece
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Poetz L, Volmer J. A diary study on the moderating role of leader-member exchange on the relationship between job characteristics, job satisfaction, and emotional exhaustion. Front Psychol 2022; 13:812103. [PMID: 36389512 PMCID: PMC9650040 DOI: 10.3389/fpsyg.2022.812103] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Abstract] [Track Full Text] [Download PDF] [Figures] [Journal Information] [Subscribe] [Scholar Register] [Received: 11/09/2021] [Accepted: 10/04/2022] [Indexed: 11/26/2022] Open
Abstract
Job characteristics play an essential role for the well-being of employees. When job characteristics are unfavorable, the experienced exchange relationship with one’s supervisor (i.e., leader-member exchange, LMX) may become relevant to weaken negative consequences. We conducted a diary study over ten consecutive working days with 112 academics. Based on conservation of resources theory, we assumed that daily LMX constitutes a resource for employees that moderates the link between job characteristics (job control and time pressure) and job satisfaction as well as emotional exhaustion. Additionally, we proposed lagged-effects of morning job characteristics and LMX on next-day morning job satisfaction and emotional exhaustion. Findings from hierarchical linear modeling (HLM) demonstrated that on the day-level higher perceived levels of job control in the morning were associated with higher perceived job satisfaction and lower perceived emotional exhaustion in the afternoon. The experience of increased time pressure in the morning was negatively related to perceived day-level afternoon job satisfaction and positively to perceived day-level afternoon emotional exhaustion. Within one day, perceived LMX moderated the relationship between perceived job control and perceived job satisfaction in the afternoon. We only found lagged effects of the interaction between afternoon job control and afternoon LMX on next-day morning job satisfaction. We discuss daily LMX as a resource for employees both within one day and from day-to day, along with future research directions on the buffering role of LMX.
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Van Quaquebeke N, Salem M, van Dijke M, Wenzel R. Conducting organizational survey and experimental research online: From convenient to ambitious in study designs, recruiting, and data quality. ORGANIZATIONAL PSYCHOLOGY REVIEW 2022. [DOI: 10.1177/20413866221097571] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Abstract] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 11/15/2022]
Abstract
Conducting organizational research via online surveys and experiments offers a host of advantages over traditional forms of data collection when it comes to sampling for more advanced study designs, while also ensuring data quality. To draw attention to these advantages and encourage researchers to fully leverage them, the present paper is structured into two parts. First, along a structure of commonly used research designs, we showcase select organizational psychology (OP) and organizational behavior (OB) research and explain how the Internet makes it feasible to conduct research not only with larger and more representative samples, but also with more complex research designs than circumstances usually allow in offline settings. Subsequently, because online data collections often also come with some data quality concerns, in the second section, we synthesize the methodological literature to outline three improvement areas and several accompanying strategies for bolstering data quality. Plain Language Summary: These days, many theories from the fields of organizational psychology and organizational behavior are tested online simply because it is easier. The point of this paper is to illustrate the unique advantages of the Internet beyond mere convenience—specifically, how the related technologies offer more than simply the ability to mirror offline studies. Accordingly, our paper first guides readers through examples of more ambitious online survey and experimental research designs within the organizational domain. Second, we address the potential data quality drawbacks of these approaches by outlining three concrete areas of improvement. Each comes with specific recommendations that can ensure higher data quality when conducting organizational survey or experimental research online.
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Sahlmueller B, Van Quaquebeke N, Giessner SR, van Knippenberg D. Dual Leadership in the Matrix: Effects of Leader-Member Exchange (LMX) and Dual-Leader Exchange (DLX) on Role Conflict and Dual Leadership Effectiveness. JOURNAL OF LEADERSHIP & ORGANIZATIONAL STUDIES 2022. [DOI: 10.1177/15480518221096547] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Abstract] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 11/15/2022]
Abstract
While strategic management theories have heavily engaged with the reality of matrix organizations, leadership theories that actually focus on the people working within such arrangements are missing. We argue that (a) followers perceive dual leadership effectiveness to be more than the sum of each leader's effectiveness, (b) a core detriment to perceived dual leadership effectiveness is role conflict experienced by the follower, and (c) Leader-Member Exchange (LMX) needs to be theoretically extended to the triadic level to capture the influence of dual leadership. Specifically, followers’ role conflict and leadership effectiveness perceptions are driven not only by how they perceive their LMX relationships with both leaders, but also how they perceive the relationship quality between their leaders (dual leadership exchange, DLX). As such, even though higher LMX is still better than lower LMX, having a similar exchange relationship with both leaders reduces employees’ role conflict and, by extension, heightens dual leadership effectiveness. Additionally, we reason that when employees lack a good relationship with one of the leaders, higher DLX can act as a substitute. We find support for our hypotheses by applying polynomial regression analyses to a dataset of 111 managers from a matrix organization who report to both a regional and business unit leader.
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Affiliation(s)
- Ben Sahlmueller
- Rotterdam School of Management, Erasmus University, Rotterdam, Netherlands
- Kühne Logistics University, Hamburg, Netherlands
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Decuypere A, Bauwens R, Audenaert M. Leader Psychological Need Satisfaction Trickles Down: The Role of Leader-Member Exchange. Front Psychol 2022; 13:799921. [PMID: 35548504 PMCID: PMC9082672 DOI: 10.3389/fpsyg.2022.799921] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Abstract] [Key Words] [Grants] [Track Full Text] [Download PDF] [Figures] [Journal Information] [Subscribe] [Scholar Register] [Received: 10/22/2021] [Accepted: 03/02/2022] [Indexed: 11/13/2022] Open
Abstract
This article addresses the impact of leader psychological need satisfaction on employees. We draw on the self-determination theory (SDT) and leader-member exchange (LMX) theory to investigate if and how leader psychological need satisfaction trickles down to employee psychological need satisfaction. Adopting a multi-actor, multilevel design, results from 1036 leader-employee dyads indicate that employee-rated LMX mediates the trickle-down effect of leader psychological need satisfaction. Additional analyses of leader psychological needs show that leader competence is the main psychological need that underlying this relationship. We also found an unexpected negative association between leader autonomy need satisfaction and employee competence need satisfaction. Overall, this study shows the importance of both (1) leaders' psychological need satisfaction and (2) employee perceptions of the relationship quality for employee psychological need satisfaction.
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Affiliation(s)
- Anouk Decuypere
- DigiTax Research Center, Research Group of Business & Law, Faculty of Law, Antwerp University, Antwerp, Belgium
| | - Robin Bauwens
- Department of Human Resource Studies, Tilburg School of Social and Behavioral Sciences, Tilburg University, Tilburg, Netherlands
| | - Mieke Audenaert
- Department of Marketing, Innovation and Organization, Research Group Human Resource Management and Organizational Behavior, Faculty of Economics and Business Administration, Ghent University, Ghent, Belgium
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Dehghanan H, Gheitarani F, Rahimi S, Nawaser K. A Systematic Review of Leadership Styles in Organizations: Introducing the Concept of a Task-Relationship–Change Leadership Network. INTERNATIONAL JOURNAL OF INNOVATION AND TECHNOLOGY MANAGEMENT 2021. [DOI: 10.1142/s021987702130007x] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Abstract] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/18/2022]
Abstract
Despite the leadership literature involving a spread spectrum of relevant frameworks to explain leadership behaviors, there is still an ever-increasing demand for more conceptual transparency in leadership styles, characteristics, and their impacts on members and organizations. This study aims to systematically review and identify all the leadership styles and presents a leadership network of all styles based on the seven steps proposed by Scaringella and Radziwon [2018] . A total of 59 articles were consequently selected according to the protocols and then the predominant leadership styles, as well as their characteristics, were investigated and classified in terms of the three criteria namely “task”, “relationship”, and “change” and a [Formula: see text] leadership network was created covering retrogressive and passive leadership (frame 1.1), authentic and exchange-oriented leadership (frame 9.1), influential and transactional leadership (frame 1.9), transformational leadership (frame 9.9), and balanced leadership (frame 5.5). The proposed network indeed coherently covers all the leadership styles reviewed and presents a framework for shifting towards transformational leadership. This network should be viewed as a coherent entirety and all the six leadership concepts including training, behaviors, culture, competencies, succession, and evaluation need to be taken into consideration.
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Affiliation(s)
- Hamed Dehghanan
- Faculty of Management & Accounting, Allameh Tabataba’i University, Tehran, Iran
| | - Fatemeh Gheitarani
- Faculty of Management & Accounting, Allameh Tabataba’i University, Tehran, Iran
| | - Saeed Rahimi
- Faculty of Management & Economics, Tarbiat Modares University, Tehran, Iran
| | - Khaled Nawaser
- Institute of Scientific Research and Graduate School, Universidad de Lima, Lima, Peru
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He G, Zhang S, Cai Y, Jia L. A self-categorization perspective on individual-teammates congruence in leader-member exchange quality and individual performance. EUROPEAN JOURNAL OF WORK AND ORGANIZATIONAL PSYCHOLOGY 2021. [DOI: 10.1080/1359432x.2021.1931131] [Citation(s) in RCA: 1] [Impact Index Per Article: 0.3] [Reference Citation Analysis] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 10/21/2022]
Affiliation(s)
- Gang He
- School of Management, Nanjing University, Nanjing, P. R. China
| | - Shengjun Zhang
- School of Management, Nanjing University, Nanjing, P. R. China
| | - Yahua Cai
- College of Business, Shanghai University of Finance and Economics, Shanghai, P. R. China
| | - Liangding Jia
- School of Management, Nanjing University, Nanjing, P. R. China
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Moin MF, Wei F, Weng QD, Ahmad Bodla A. Leader emotion regulation, leader-member exchange (LMX), and followers' task performance. Scand J Psychol 2021; 62:418-425. [PMID: 33604917 DOI: 10.1111/sjop.12709] [Citation(s) in RCA: 6] [Impact Index Per Article: 2.0] [Reference Citation Analysis] [Abstract] [Key Words] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Received: 03/04/2020] [Accepted: 12/17/2020] [Indexed: 11/28/2022]
Abstract
Drawing on Social Exchange theory, we investigated the direct link between leaders' emotion regulation strategies (i.e., surface acting and deep acting) and follower task performance. In addition, we investigated the indirect link between leaders' emotion regulation strategies and follower task performance via leader-member exchange (LMX). Using survey data (N = 301) from the banking industry, we found that leader surface acting only has an indirect negative relationship with follower task performance via LMX, while leader deep acting has both a direct and an indirect positive relationship with follower task performance. The result showed that leader emotion regulation strategies perform a key role in enhancing/damaging LMX and that leaders need to be vigilant regarding their own emotional behaviors. That is, they can develop positive relationships with their followers by employing deep acting but that surface acting damages their relationship with followers. Implications of this study, limitations, and future research are discussed.
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Affiliation(s)
- Muhammad Farrukh Moin
- School of Economics and Management, Tongji University, Shanghai, China.,School of Management, University of Science and Technology of China, Hefei, Anhui, China
| | - Feng Wei
- School of Economics and Management, Tongji University, Shanghai, China
| | - Qingxiong Derek Weng
- School of Management, University of Science and Technology of China, Hefei, Anhui, China
| | - Ali Ahmad Bodla
- School of Management, Hainan University, Haikou City, Hainan Province, China
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Tejeda MJ. Supervision and health outcomes-A correlational study of LMX, depression and cardiovascular health in a sample of nurses. CURRENT PSYCHOLOGY 2021. [DOI: 10.1007/s12144-021-01445-9] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 10/22/2022]
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Aydin Kucuk B. Work Flow Experience in the Light of Leader-Member Exchange and Person-Job Fit Theories. Psychol Rep 2020; 125:464-497. [PMID: 33342349 DOI: 10.1177/0033294120981927] [Citation(s) in RCA: 2] [Impact Index Per Article: 0.5] [Reference Citation Analysis] [Abstract] [Key Words] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 11/15/2022]
Abstract
Based on the positive psychology approach, the present study claims that Leader-Member Exchange Theory and Person-Job Fit Theory could be significant antecedents of flow experience in the workplace, as individuals living in the 21st century spend most of their lives at work. Flow experience is a source of high motivation for employees in terms of both cognitive and emotional functions. Therefore, the concept can cause many psychological states of well-being, such as having fun, feeling happy, or optimism. For this reason, it is quite important for the organizational behavior discipline to define the concept in detail and to focus on possible antecedents. In accordance with this purpose, a cross-sectional research study has been performed in Turkey with the participation of 711 white-collar employees from various companies in the service sector in Istanbul, Turkey. The findings of the research show that high quality manager-employee relationships had significant positive impacts on employees' flow experience (β = 0,801; t = 35,664; p = ,000). In addition, a good match between person and job had significant positive impacts on employees' flow experience (β = 0,559; t = 17,968; p = ,000). Thus, the proposed hypothesis 1 and hypothesis 2 of the study were supported. The results indicated that leader-member exchange and person-job fit are antecedents of flow experience in the workplace (p < 0,05). In the present study, all study variables are reviewed and the possible relationships among the study variables are discussed in the literature review part. Finally, the implications of the study for both the individual and the organization are presented in the conclusion and discussion section.
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Affiliation(s)
- Burcu Aydin Kucuk
- Administrative and Economic Science, Istanbul Aydın University, Istanbul, Turkey
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Robert V, Vandenberghe C. Laissez-Faire Leadership and Affective Commitment: the Roles of Leader-Member Exchange and Subordinate Relational Self-concept. JOURNAL OF BUSINESS AND PSYCHOLOGY 2020; 36:533-551. [PMID: 34720397 PMCID: PMC8549996 DOI: 10.1007/s10869-020-09700-9] [Citation(s) in RCA: 10] [Impact Index Per Article: 2.5] [Reference Citation Analysis] [Abstract] [Key Words] [Grants] [Track Full Text] [Figures] [Subscribe] [Scholar Register] [Indexed: 06/13/2023]
Abstract
Although the detrimental effects of laissez-faire leadership are well documented, research on the underlying mechanisms and the boundary conditions associated with these effects remains scarce. Using the identity orientation framework and social exchange theory, we propose that employees with stronger relational self-concepts are more likely to be affected by laissez-faire leadership. As these employees define themselves through dyadic relationships, they may react more negatively to laissez-faire leadership by diminishing their contributions to mutual goals and reducing their affective organizational commitment. These predictions were tested within a three-wave longitudinal study through structural equations modeling analyses with full information maximum likelihood estimation on a sample of employees from multiple organizations (N = 449). As predicted, the relational self-concept was associated with a stronger negative effect of laissez-faire leadership on the contribution dimension of leader-member exchange and a stronger negative indirect effect on affective organizational commitment. The implications of these findings for our understanding of the mechanisms related to laissez-faire leadership are discussed.
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Affiliation(s)
- Véronique Robert
- HEC Montréal, 3000 chemin Côte Ste-Catherine, Montréal, Québec H3T2A7 Canada
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Eichenseer V, Spurk D, Kauffeld S. Leaders—watch out for LMX differentiation: A multilevel model of leader-related antecedences and consequences of LMX differentiation. GERMAN JOURNAL OF HUMAN RESOURCE MANAGEMENT-ZEITSCHRIFT FUR PERSONALFORSCHUNG 2020. [DOI: 10.1177/2397002220907389] [Citation(s) in RCA: 2] [Impact Index Per Article: 0.5] [Reference Citation Analysis] [Abstract] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 11/16/2022]
Abstract
Research has shown that leader–member exchange differentiation affects individual and group outcomes. However, it is not yet clear how such unequal treatment affects the team’s perception of their leader in terms of leader-related outcomes, such as perceived leader communication quality, satisfaction with the leader, and perceived leader effectiveness. We analyzed how leader–member exchange differentiation in teams affects leader-related outcomes, and how it is affected by transformational leadership at the team level. Multilevel analyses of data from 92 teams with 831 employees indicated that leader–member exchange differentiation within teams is negatively related to leader-related outcomes, whereas transformational leadership is negatively related to leader–member exchange differentiation. In addition, we found positive indirect effects from transformational leadership to the leader-related outcomes via leader–member exchange differentiation.
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Byron K, Landis B. Relational Misperceptions in the Workplace: New Frontiers and Challenges. ORGANIZATION SCIENCE 2020. [DOI: 10.1287/orsc.2019.1285] [Citation(s) in RCA: 14] [Impact Index Per Article: 3.5] [Reference Citation Analysis] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 02/01/2023]
Affiliation(s)
- Kris Byron
- Robinson College of Business, Georgia State University, Atlanta, Georgia 30303
| | - Blaine Landis
- School of Management, University College London, London E14 5AA, United Kingdom
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Towards a Sustainable Model of Innovative Work Behaviors’ Enhancement: The Mediating Role of Employability. SUSTAINABILITY 2019. [DOI: 10.3390/su12010159] [Citation(s) in RCA: 12] [Impact Index Per Article: 2.4] [Reference Citation Analysis] [Abstract] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/17/2022]
Abstract
In this mixed methods study, a moderated mediation model predicting effects of leader-member exchange (LMX) and organizational citizenship behaviors (OCB) on innovative work behaviors, with employability as a mediator, has been tested. Multi-source data from 487 pairs of employees and supervisors working in 151 small and medium-sized enterprises (SMEs) supported our hypothesized model. The results of structural equation modelling provide support for our model. In particular, the benefits of close relationships and high-quality exchanges between employee and supervisor (LMX), and fostering individual development as a result of employees’ OCB have an indirect effect on innovative work behaviors through positive effects on workers’ employability. Innovative work behaviors depend on employees’ knowledge, skills, and expertise. In other words, enhancing workers’ employability nurtures innovative work behaviors. In addition, we found a moderation effect of organizational politics on the relationship between employability and innovative work behaviors. Secondly, qualitative methods focusing on experiences of the antecedents and outcomes of employability were used to complement our quantitative results. All in all, this study has important consequences for managerial strategies and practices in SMEs and call for an awareness of the dysfunctional effect of perceived organizational politics.
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Caron J, Asselin H, Beaudoin JM, Muresanu D. Promoting perceived insider status of indigenous employees. CROSS CULTURAL & STRATEGIC MANAGEMENT 2019. [DOI: 10.1108/ccsm-02-2019-0031] [Citation(s) in RCA: 12] [Impact Index Per Article: 2.4] [Reference Citation Analysis] [Abstract] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/17/2022]
Abstract
Purpose
While companies in developed countries are increasingly turning to indigenous employees, integration measures have met with mixed results. Low integration can lead to breach of the psychological contract, i.e. perceived mutual obligations between employee and employer. The purpose of this paper is to identify how leadership and organizational integration measures can be implemented to promote the perceived insider status (PIS) of indigenous employees, thereby fostering fulfillment of the psychological contract.
Design/methodology/approach
A search for relevant literature yielded 128 texts used to identify integration measures at the level of employee–supervisor relationships (leader-member exchanges, inclusive leadership) and at the level of employee–organization relationships (perceived organizational support, pro-diversity practices).
Findings
Measures related to leadership included recruiting qualified leaders, understanding cultural particularities, integrating diverse contributions and welcoming questions and challenges. Organizational measures included reaching a critical mass of indigenous employees, promoting equity and participation, developing skills, assigning meaningful tasks, maintaining good work relationships, facilitating work-life balance, providing employment security, fostering support from communities and monitoring practices.
Originality/value
While PIS has been studied in western and culturally diverse contexts, it has received less attention in indigenous contexts. Yet, some indigenous cultural values are incompatible with the basic assumptions of mainstream theories. Furthermore, colonial policies and capitalist development have severely impacted traditional indigenous economic systems. Consequently, indigenous people are facing many barriers to employment in ways that often differ from the experiences of other minority groups.
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Bunjak A, Černe M, Wong SI. Leader–follower pessimism (in)congruence and job satisfaction. LEADERSHIP & ORGANIZATION DEVELOPMENT JOURNAL 2019. [DOI: 10.1108/lodj-07-2018-0269] [Citation(s) in RCA: 1] [Impact Index Per Article: 0.2] [Reference Citation Analysis] [Abstract] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/17/2022]
Abstract
PurposeThe purpose of this paper is to examine the (in)congruence of leaders’ and followers’ cognitive characteristics (i.e. pessimism), followers’ identification with a leader and job satisfaction.Design/methodology/approachData from 291 working professionals are analyzed, following a series of hierarchical linear modeling and mediated polynomial regression analyses.FindingsPolynomial regression analysis results indicate that alignment (congruence) between leaders’ pessimism and followers’ pessimism, when both are at high levels, is related to low levels of job satisfaction. Further, leader–follower congruence at lower levels of pessimism leads to high levels of job satisfaction through the mediator of followers’ perceived identification with a leader.Originality/valueBy identifying (in)congruence of leader–follower pessimism as a key antecedent, and taking an explanatory mechanism of identification with a leader into account, the authors contribute to disentangling the conceptual paths that underlie the mode by which implicit leadership theory might explain instances of individual job satisfaction.
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Loignon AC, Gooty J, Rogelberg SG, Lucianetti L. Disagreement in leader–follower dyadic exchanges: Shared relationship satisfaction and investment as antecedents. JOURNAL OF OCCUPATIONAL AND ORGANIZATIONAL PSYCHOLOGY 2019. [DOI: 10.1111/joop.12270] [Citation(s) in RCA: 6] [Impact Index Per Article: 1.2] [Reference Citation Analysis] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 11/28/2022]
Affiliation(s)
- Andrew C. Loignon
- Department of Management Louisiana State University Baton Rouge Louisiana USA
| | - Janaki Gooty
- Department of Management University of North Carolina, Charlotte North Carolina USA
| | - Steven G. Rogelberg
- Organizational Science Departments of Management and Psychology University of North Carolina, Charlotte North Carolina USA
| | - Lorenzo Lucianetti
- Department of Management and Business Administration University of Chieti‐Pescara Italy
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Affiliation(s)
- Jan Schilling
- Kommunale Hochschule für Verwaltung in Niedersachsen
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20
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Pitelis CN, Wagner JD. Strategic Shared Leadership and Organizational Dynamic Capabilities. THE LEADERSHIP QUARTERLY 2019. [DOI: 10.1016/j.leaqua.2018.08.002] [Citation(s) in RCA: 19] [Impact Index Per Article: 3.8] [Reference Citation Analysis] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 10/28/2022]
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Wong SI, Berntzen MN. Transformational leadership and leader–member exchange in distributed teams: The roles of electronic dependence and team task interdependence. COMPUTERS IN HUMAN BEHAVIOR 2019. [DOI: 10.1016/j.chb.2018.11.032] [Citation(s) in RCA: 20] [Impact Index Per Article: 4.0] [Reference Citation Analysis] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 11/30/2022]
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Muldoon J, Singh S, Vidyarthi PR. Casting a Long Shadow: Leader–Leader Relationship and Employee Citizenship Behavior. JOURNAL OF LEADERSHIP & ORGANIZATIONAL STUDIES 2019. [DOI: 10.1177/1548051818764288] [Citation(s) in RCA: 2] [Impact Index Per Article: 0.4] [Reference Citation Analysis] [Abstract] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 11/16/2022]
Abstract
This study examines the process and context of the relationship between leader–leader exchange (LLX) and subordinate organizational citizenship behavior (OCB) such that direct supervisors’ attitudes and behaviors affect the relationship. Integrating social exchange theory with signaling theory, we argue that LLX influences the amount of OCBs that direct supervisors can obtain from subordinates and depends on direct supervisors’ organizational-based self-esteem and support. In a sample of 290 direct supervisor/subordinate-dyads, using hierarchical linear modeling, we found that LLX partially mediates through supervisor support and is positively related to OCBs, and the mediation is highest in high organizational-based self-esteem.
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Stuber F, Seifried-Dübon T, Rieger MA, Zipfel S, Gündel H, Junne F. Investigating the Role of Stress-Preventive Leadership in the Workplace Hospital: The Cross-Sectional Determination of Relational Quality by Transformational Leadership. Front Psychiatry 2019; 10:622. [PMID: 31551829 PMCID: PMC6735266 DOI: 10.3389/fpsyt.2019.00622] [Citation(s) in RCA: 11] [Impact Index Per Article: 2.2] [Reference Citation Analysis] [Abstract] [Key Words] [Track Full Text] [Download PDF] [Figures] [Journal Information] [Submit a Manuscript] [Subscribe] [Scholar Register] [Received: 04/25/2019] [Accepted: 08/05/2019] [Indexed: 01/17/2023] Open
Abstract
Introduction: A good relationship quality between leaders and staff members promotes mental health and prevents stress. To improve the relationship quality, it is important to identify variables which determine relationship quality at the workplace. Therefore, this study aims to identify specific leadership characteristics which support the development of a positive relationship between hospital leaders and staff members. Methods: A cross-sectional study design was applied. A total number of 1,137 leaders (n = 315) and staff members (n = 822) of different professions (physicians, nursing staff, therapeutic professionals, administration staff, IT staff, clinical services, office assistants, scientists, others) working at a tertiary hospital in Germany assessed transformational leadership style as a staff-oriented leadership style and leader-member relationship quality by self-report questionnaires [integrative leadership questionnaire (FIF), leader-member exchange (LMX-7) questionnaire]. The data were statistically analyzed by mean comparisons and a multiple linear regression analysis. Results: Leaders rated their own transformational leadership style (M = 3.98, SD = 0.43) systematically higher than staff members assessed their leader (M = 2.86, SD = 1.04). Evaluation of relationship quality showed similar results: leaders evaluated their relationship quality to one exemplary staff member higher (M = 4.06, SD = 0.41) than staff members rated their relationship quality to their direct leader (M = 3.15, SD = 0.97). From the staff members' perspective, four sub-dimensions of transformational leadership, that is, "individuality focus," "being a role model," "fostering innovations," and "providing a vision" showed large effect sizes in the regression analysis of relationship quality (R 2 = 0.79, F (14,690) = 189.26, p < 0.001, f = 1.94). Discussion: The results of our study are in line with previous investigations in other working contexts and point to a profession-independent association as the professional group of participants did not contribute to the variance explanation of the regression analysis. The exploration of potential determinants of relationship quality at work can, for example, support the development of leadership training programs with a focus on transformational leadership style. This might be an opportunity to foster high relationship quality between leaders and staff members and consequently might represent one strategy to prevent stress in the health care sector.
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Affiliation(s)
- Felicitas Stuber
- Department of Psychosomatic Medicine and Psychotherapy, Medical University Hospital Tübingen, Tübingen, Germany
| | - Tanja Seifried-Dübon
- Department of Psychosomatic Medicine and Psychotherapy, Medical University Hospital Tübingen, Tübingen, Germany
| | - Monika A Rieger
- Institute of Occupational and Social Medicine and Health Services Research, University Hospital Tübingen, Tübingen, Germany
| | | | - Stephan Zipfel
- Department of Psychosomatic Medicine and Psychotherapy, Medical University Hospital Tübingen, Tübingen, Germany
| | - Harald Gündel
- Department of Psychosomatic Medicine and Psychotherapy, Ulm University Medical Center, Ulm, Germany
| | - Florian Junne
- Department of Psychosomatic Medicine and Psychotherapy, Medical University Hospital Tübingen, Tübingen, Germany
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Fordjour GA, Chan APC, Amoah P. Exploring Personal Factors That Might Influence the Vulnerability of Construction Employees to Occupational Psychological Disorders. Health (London) 2019. [DOI: 10.4236/health.2019.115047] [Citation(s) in RCA: 2] [Impact Index Per Article: 0.4] [Reference Citation Analysis] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 11/20/2022]
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25
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Bunjak A, Černe M. Mindfulness - The Missing Link in the Relationship Between Leader-Follower Strategic Optimism (Mis)match and Work Engagement. Front Psychol 2018; 9:2444. [PMID: 30564180 PMCID: PMC6288291 DOI: 10.3389/fpsyg.2018.02444] [Citation(s) in RCA: 6] [Impact Index Per Article: 1.0] [Reference Citation Analysis] [Abstract] [Key Words] [Track Full Text] [Download PDF] [Figures] [Journal Information] [Subscribe] [Scholar Register] [Received: 05/31/2018] [Accepted: 11/19/2018] [Indexed: 11/13/2022] Open
Abstract
Assuming a followership perspective and building on implicit leadership theory, this study examines the mediating role of followers' mindfulness in the relationship between leader-follower strategic optimism (mis)match and work engagement. Specifically, we propose that a discrepancy between the respective levels of leaders' and followers' strategic optimism correlates with low levels of mindfulness and work engagement. A field study of 291 working professionals, using polynomial regression and response surface analysis, supports the (mis)match hypotheses. The results demonstrate that followers' mindfulness mediates the relationship between leaders' and followers' matching levels of strategic optimism (whether at high-high and low-low leader-follower strategic optimism conditions) and work engagement. These findings have important implications for training and the extent to which interventions based on personal resources, such as strategic optimism and therefore mindfulness, foster higher work engagement.
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Affiliation(s)
- Aldijana Bunjak
- School of Management, University of St. Gallen, St. Gallen, Switzerland
| | - Matej Černe
- Faculty of Economics, University of Ljubljana, Ljubljana, Slovenia
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Subramaniam A, Sambasivan M. Leadership expectation gap and LMX quality: ethnic and nationality dissimilarities as moderator. INDUSTRIAL AND COMMERCIAL TRAINING 2018. [DOI: 10.1108/ict-05-2018-0042] [Citation(s) in RCA: 1] [Impact Index Per Article: 0.2] [Reference Citation Analysis] [Abstract] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 11/17/2022]
Abstract
Purpose
Demographically similar individuals often believe they are similar, in spite of the differences in values, beliefs and expectations. However, dissimilar dyads experience will encounter more interpersonal difficulties due to misunderstandings, misperceptions and conflicts of interest. The purpose of this paper is to investigate the impact of leadership expectation gap on LMX quality and the moderating role of ethnic and nationality dissimilarity between manager and their superior on the relationship between leadership expectation gap and LMX quality.
Design/methodology/approach
This study adopted a quantitative research design. A purposive sampling survey of 137 lower-to middle-level managers working under the supervision of Malaysian and Japanese superiors in Japanese multi-national corporations was conducted to test the hypotheses of this study.
Findings
The study found the following: leadership expectation gap has a significant and negative effect on LMX quality; and ethnic dissimilarity and nationality dissimilarity moderates the relationship between leadership expectation gap and LMX quality.
Practical implications
There is a need for a comprehensive training programme for both leaders and followers, towards developing their interpersonal skills on how to work better and more effectively in the workplace. Furthermore, prior to the start of the expatriate assignment, organisations can help expatriate superiors to adapt themselves by providing pre-departure and cross-cultural training.
Originality/value
This paper addresses an important and not so well researched issue. It analyses the moderation effect of ethnic and nationality dissimilarity between manager and their superior on the relationship between leadership expectation gap on LMX quality in the Malaysian context.
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Soane E, Booth JE, Alfes K, Shantz A, Bailey C. Deadly combinations: how leadership contexts undermine the activation and enactment of followers’ high core self-evaluations in performance. EUROPEAN JOURNAL OF WORK AND ORGANIZATIONAL PSYCHOLOGY 2018. [DOI: 10.1080/1359432x.2018.1444602] [Citation(s) in RCA: 4] [Impact Index Per Article: 0.7] [Reference Citation Analysis] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 10/17/2022]
Affiliation(s)
- Emma Soane
- Department of Management, London School of Economics and Political Science, London, UK
| | - Jonathan E. Booth
- Department of Management, London School of Economics and Political Science, London, UK
| | - Kerstin Alfes
- Organisation and Human Resource Management, ESCP Europe Wirtschaftshochschule Berlin, Berlin, Germany
| | - Amanda Shantz
- Leadership and Organisational Behaviour, Greenwich University, Old Royal Naval College, London, UK
| | - Catherine Bailey
- Department of Business and Management, University of Sussex, Brighton, UK
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28
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Lang JWB, Bliese PD, de Voogt A. Modeling consensus emergence in groups using longitudinal multilevel methods. PERSONNEL PSYCHOLOGY 2018. [DOI: 10.1111/peps.12260] [Citation(s) in RCA: 27] [Impact Index Per Article: 4.5] [Reference Citation Analysis] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 11/30/2022]
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29
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Hsiung HH, Bolino MC. The implications of perceived leader favouritism in the context of leader-member exchange relationships. EUROPEAN JOURNAL OF WORK AND ORGANIZATIONAL PSYCHOLOGY 2017. [DOI: 10.1080/1359432x.2017.1395414] [Citation(s) in RCA: 7] [Impact Index Per Article: 1.0] [Reference Citation Analysis] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 10/18/2022]
Affiliation(s)
- Hsin-Hua Hsiung
- Department of Business Administration, National Dong Hwa University, Taiwan
| | - Mark C. Bolino
- University of Oklahoma, Price College of Business Division of Management and International Business, Norman, OK, USA
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30
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Put down your phone and listen to me: How boss phubbing undermines the psychological conditions necessary for employee engagement. COMPUTERS IN HUMAN BEHAVIOR 2017. [DOI: 10.1016/j.chb.2017.05.021] [Citation(s) in RCA: 62] [Impact Index Per Article: 8.9] [Reference Citation Analysis] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 11/23/2022]
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31
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Workplace loneliness, leader-member exchange and creativity: The cross-level moderating role of leader compassion. PERSONALITY AND INDIVIDUAL DIFFERENCES 2017. [DOI: 10.1016/j.paid.2016.09.020] [Citation(s) in RCA: 47] [Impact Index Per Article: 6.7] [Reference Citation Analysis] [Track Full Text] [Journal Information] [Submit a Manuscript] [Subscribe] [Scholar Register] [Indexed: 11/21/2022]
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32
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Rodwell J, McWilliams J, Gulyas A. The impact of characteristics of nurses’ relationships with their supervisor, engagement and trust, on performance behaviours and intent to quit. J Adv Nurs 2016; 73:190-200. [DOI: 10.1111/jan.13102] [Citation(s) in RCA: 26] [Impact Index Per Article: 3.3] [Reference Citation Analysis] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Accepted: 07/05/2016] [Indexed: 12/17/2022]
Affiliation(s)
- John Rodwell
- Faculty of Business; Swinburne University; Melbourne Victoria Australia
| | - John McWilliams
- Faculty of Business; Deakin University; Melbourne Victoria Australia
| | - Andre Gulyas
- Centre for Workplace Leadership; The University of Melbourne; Victoria Australia
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33
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Lord RG, Gatti P, Chui SL. Social-cognitive, relational, and identity-based approaches to leadership. ORGANIZATIONAL BEHAVIOR AND HUMAN DECISION PROCESSES 2016. [DOI: 10.1016/j.obhdp.2016.03.001] [Citation(s) in RCA: 23] [Impact Index Per Article: 2.9] [Reference Citation Analysis] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 10/21/2022]
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34
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Bernerth JB, Hirschfeld RR. The subjective well-being of group leaders as explained by the quality of leader–member exchange. LEADERSHIP QUARTERLY 2016. [DOI: 10.1016/j.leaqua.2016.04.003] [Citation(s) in RCA: 17] [Impact Index Per Article: 2.1] [Reference Citation Analysis] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/29/2022]
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35
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Nunes EMGT, Gaspar MFM. Leadership in nursing and patient satisfaction in hospital context. ACTA ACUST UNITED AC 2016; 37:e55726. [PMID: 27253595 DOI: 10.1590/1983-1447.2016.02.55726] [Citation(s) in RCA: 4] [Impact Index Per Article: 0.5] [Reference Citation Analysis] [Abstract] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Received: 05/18/2015] [Accepted: 01/27/2016] [Indexed: 11/22/2022]
Abstract
Objectives to know the quality of the leadership relationship from the perspective of a chief nurse and nurse, patient satisfaction, the relationship between the quality of the relationship perceived for both and patient satisfaction. Methods a quantitative, transverse and correlational approach. Non-probabilistic convenience sample consists of 15 chief nurses, 342 nurses, 273 patients. Data collected at the Central Lisbon Hospital Center, between January and March 2013, through the LMX-7, CLMX-7 and SUCEH21 scales. Statistical analysis was performed through SPSS ® Statistics 19. Results the chief nurse considers the quality of the leadership relationship good, the nurses consider it satisfactory, patients are considered to be satisfied with nursing care; there is a statistically significant correlation between the quality of the leadership relationship from the perspective of chief nurses and patient satisfaction, there is no statistically significant correlation between the quality of the leadership relationship in the nurse's perspective and satisfaction. Conclusion the chief nurse has a major role in patient satisfaction.
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36
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Liden RC, Anand S, Vidyarthi P. Dyadic Relationships. ANNUAL REVIEW OF ORGANIZATIONAL PSYCHOLOGY AND ORGANIZATIONAL BEHAVIOR 2016. [DOI: 10.1146/annurev-orgpsych-041015-062452] [Citation(s) in RCA: 49] [Impact Index Per Article: 6.1] [Reference Citation Analysis] [Abstract] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/09/2022]
Abstract
We provide a review of research on dyadic relationships in work settings. The development, maintenance, and termination of relationships are discussed. Considerable attention is placed on the context in which dyadic relationships take place. Most recent developments in the study of dyadic relationships have involved multilevel research designs that incorporate direct and moderating influences of contextual variables on relationships. A wide range of contextual variables are included, from immediate work group characteristics to overarching aspects of the context, such as national culture.
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Affiliation(s)
- Robert C. Liden
- Department of Managerial Studies, University of Illinois, Chicago, Chicago, Illinois 60607
| | - Smriti Anand
- Stuart School of Business, Illinois Institute of Technology, Chicago, Illinois 60616
| | - Prajya Vidyarthi
- Marketing and Management Department, University of Texas, El Paso, El Paso, Texas 79968
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37
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DENTI LEIF, HEMLIN SVEN. MODELLING THE LINK BETWEEN LEADER–MEMBER EXCHANGE AND INDIVIDUAL INNOVATION IN R&D. INTERNATIONAL JOURNAL OF INNOVATION MANAGEMENT 2016. [DOI: 10.1142/s1363919616500389] [Citation(s) in RCA: 4] [Impact Index Per Article: 0.5] [Reference Citation Analysis] [Abstract] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/18/2022]
Abstract
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.
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Affiliation(s)
- LEIF DENTI
- Department of Psychology, University of Gothenburg, 405 30 Gothenburg, Sweden
| | - SVEN HEMLIN
- Department of Psychology, Gothenburg Research Institute, University of Gothenburg, 405 30 Gothenburg, Sweden
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38
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Hoption C. The double-edged sword of helping behavior in leader-follower dyads. LEADERSHIP & ORGANIZATION DEVELOPMENT JOURNAL 2016. [DOI: 10.1108/lodj-09-2013-0124] [Citation(s) in RCA: 17] [Impact Index Per Article: 2.1] [Reference Citation Analysis] [Abstract] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/17/2022]
Abstract
Purpose
– The purpose of this paper is to examine potential consequences of helping behaviors on leader and follower relationship satisfaction and transformational leadership (TFL) ratings. It is argued that follower helping behaviors can violate leaders’ and followers’ expectations of each other, and especially disadvantage male leaders because of gender-role stereotypes.
Design/methodology/approach
– Two studies were conducted. In Study 1, data were collected from 61 dyads (25 male and 34 female supervisors, 23 male and 38 female subordinates, two participants did not disclose their gender; M
age=35.56 years, SD=10.41). In Study 2, data were collected from 125 participants (66 female and 58 male subordinates, 22 female and 25 male supervisors; 79 respondents did not disclose their gender; M
age=39.21 years, SD=11.25).
Findings
– Helping behaviors were positively associated with relationship satisfaction suggesting that leaders were amenable to receiving help from followers (Study 1). However, follower helping behaviors were negatively related to TFL ratings for male but not female leaders (Study 2).
Research limitations/implications
– While leaders may be amenable to increased follower involvement in leadership, future research is needed to investigate followers’ openness to, and intentions behind increasing their involvement in leadership, as well as strategies for leaders to mitigate unintended consequences.
Practical implications
– For the sake of their TFL ratings, leaders should minimize any direct benefit from follower helping behaviors, and emphasize how follower helping behaviors aid follower development and/or benefit the organization.
Originality/value
– The findings illustrate the dual-nature of follower helping behaviors: they have the potential to enhance leader relationship satisfaction, and also compromise perceptions of TFL.
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39
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Harbi SA, Thursfield D, Bright D. Culture,Wastaand perceptions of performance appraisal in Saudi Arabia. INTERNATIONAL JOURNAL OF HUMAN RESOURCE MANAGEMENT 2016. [DOI: 10.1080/09585192.2016.1138987] [Citation(s) in RCA: 21] [Impact Index Per Article: 2.6] [Reference Citation Analysis] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 10/22/2022]
Affiliation(s)
- Saleh Al. Harbi
- Department of Organisational Behaviour and HRM, Hull University Business School, Hull, UK
| | - Denise Thursfield
- Department of Organisational Behaviour and HRM, Hull University Business School, Hull, UK
| | - David Bright
- Department of Organisational Behaviour and HRM, Hull University Business School, Hull, UK
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40
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Sui Y, Wang H, Kirkman BL, Li N. Understanding The Curvilinear Relationships between LMX Differentiation and Team Coordination and Performance. PERSONNEL PSYCHOLOGY 2015. [DOI: 10.1111/peps.12115] [Citation(s) in RCA: 51] [Impact Index Per Article: 5.7] [Reference Citation Analysis] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 11/30/2022]
Affiliation(s)
- Yang Sui
- University of Science and Technology Beijing
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41
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Martin R, Guillaume Y, Thomas G, Lee A, Epitropaki O. Leader-Member Exchange (LMX) and Performance: A Meta-Analytic Review. PERSONNEL PSYCHOLOGY 2015. [DOI: 10.1111/peps.12100] [Citation(s) in RCA: 353] [Impact Index Per Article: 39.2] [Reference Citation Analysis] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 11/28/2022]
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42
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Abstract
We review and synthesize the empowering leadership literature and, as a result, suggest two new provocative lines of inquiry directing future research. Based on a set of testable propositions, we first encourage researchers to answer the question of why empowering leadership occurs. Second, we encourage researchers to explore less positive and unintended, negative outcomes of empowering leadership. To identify opportunities for future work along these two lines, we use four theoretical perspectives including (1) person–situation interactions, (2) followership theory, (3) contingency approaches to leadership, and, (4) the too-much-of-a-good-thing effect. As a result, we set an agenda for the next decade of research on empowering leadership.
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43
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Junker NM, van Dick R. Implicit theories in organizational settings: A systematic review and research agenda of implicit leadership and followership theories. LEADERSHIP QUARTERLY 2014. [DOI: 10.1016/j.leaqua.2014.09.002] [Citation(s) in RCA: 130] [Impact Index Per Article: 13.0] [Reference Citation Analysis] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/25/2022]
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44
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Buch R, Kuvaas B, Dysvik A, Schyns B. If and when social and economic leader-member exchange relationships predict follower work effort. LEADERSHIP & ORGANIZATION DEVELOPMENT JOURNAL 2014. [DOI: 10.1108/lodj-09-2012-0121] [Citation(s) in RCA: 24] [Impact Index Per Article: 2.4] [Reference Citation Analysis] [Abstract] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/17/2022]
Abstract
Purpose
– The purpose of this paper is to conceptualize social leader-member exchange (SLMX) and economic leader-member exchange (ELMX) as two separate dimensions of leader-member exchange, and examines how intrinsic work motivation moderates their relationship with follower work effort.
Design/methodology/approach
– Data were obtained from 352 employee-leader dyads from the public health sector in Norway (response rate=61.9 percent). Hierarchical linear modeling was used to test the relationship between subordinate rated SLMX and ELMX relationships and leader ratings of work effort.
Findings
– This study replicates prior research showing that SLMX is positively related and ELMX negatively related to followers’ work effort. A significant interaction between SLMX and intrinsic motivation is also revealed, suggesting that SLMX relationships are important with respect to work effort for followers who exhibit lower levels of intrinsic work motivation.
Research limitations/implications
– The data were cross-sectional, thus prohibiting causal inferences.
Practical implications
– SLMX relationships may be particularly important for the work effort of followers low in intrinsic motivation. Leaders may draw on this finding and seek to aid the development of the relationship by means of relationship-oriented behaviors.
Originality/value
– Given the importance of maximizing the performance of all the followers, a better understanding of the conditions under which SLMX and ELMX relationships relate to work effort is particularly important. The present study advances knowledge on SLMX and ELMX relationships by demonstrating how intrinsic motivation moderates how SLMX and ELMX relationships relate to follower work effort.
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45
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Haynie JJ, Cullen KL, Lester HF, Winter J, Svyantek DJ. Differentiated leader–member exchange, justice climate, and performance: Main and interactive effects. LEADERSHIP QUARTERLY 2014. [DOI: 10.1016/j.leaqua.2014.06.007] [Citation(s) in RCA: 20] [Impact Index Per Article: 2.0] [Reference Citation Analysis] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 10/25/2022]
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46
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Coyle PT, Foti R. If You’re Not With Me You’re . . . ? Examining Prototypes and Cooperation in Leader–Follower Relationships. JOURNAL OF LEADERSHIP & ORGANIZATIONAL STUDIES 2014. [DOI: 10.1177/1548051814550830] [Citation(s) in RCA: 26] [Impact Index Per Article: 2.6] [Reference Citation Analysis] [Abstract] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 11/15/2022]
Abstract
This study investigated how congruence between dyadic partners’ leader and follower prototypes affects leader–member exchange (LMX) quality. Specifically, we examined cooperation as a process variable in the dyadic relationship. Participants in a laboratory setting completed a group task followed by dyadic task in the context of a leader–follower relationship. Observed cooperation mediated the relationship between congruence on leader prototypes and leader assessed LMX quality, and the relationship between congruence on leader prototypes and LMX agreement. As congruence on leader prototypes decreased, leaders were less likely to be cooperative in an exchange relationship. As congruence on follower prototypes decreased, there was a greater chance leaders would cooperate but followers would defect.
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47
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Leader-member exchange (LMX) and innovation climate: the role of LMX differentiation. SPANISH JOURNAL OF PSYCHOLOGY 2014; 16:E83. [PMID: 24230946 DOI: 10.1017/sjp.2013.83] [Citation(s) in RCA: 6] [Impact Index Per Article: 0.6] [Reference Citation Analysis] [Abstract] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/07/2022]
Abstract
Leader-member Exchange (LMX) theory has been shown to be one of the most compelling theories for understanding the effects of leadership on organizational behavior. This theory proposes that leaders establish differentiated relationships with each of their subordinates according to the exchanges produced between them. Recently, the concept of LMX differentiation has been introduced into the theory to extend research from the dyadic to the group level. The present paper uses a longitudinal design to analyze the moderator role of LMX differentiation in the relationship between mean LMX and innovation climate in a sample of 24 healthcare teams. The results showed no direct effects of mean LMX on changes in innovation climate over time. However, they provide support for the moderator effect of LMX differentiation in this relationship, as it was stronger when LMX differentiation was low than when it was high.
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48
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Pundt A, Herrmann F. Affiliative and aggressive humour in leadership and their relationship to leader-member exchange. JOURNAL OF OCCUPATIONAL AND ORGANIZATIONAL PSYCHOLOGY 2014. [DOI: 10.1111/joop.12081] [Citation(s) in RCA: 66] [Impact Index Per Article: 6.6] [Reference Citation Analysis] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 11/30/2022]
Affiliation(s)
- Alexander Pundt
- Department of Psychology, Work and Organizational Psychology; University of Mannheim; Germany
| | - Felicia Herrmann
- Department of Psychology, Work and Organizational Psychology; University of Mannheim; Germany
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49
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Buch R. Leader–member exchange as a moderator of the relationship between employee–organization exchange and affective commitment. INTERNATIONAL JOURNAL OF HUMAN RESOURCE MANAGEMENT 2014. [DOI: 10.1080/09585192.2014.934897] [Citation(s) in RCA: 21] [Impact Index Per Article: 2.1] [Reference Citation Analysis] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 10/25/2022]
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50
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Schyns B, Maslyn JM, van Veldhoven MP. Can some leaders have a good relationship with many followers? LEADERSHIP & ORGANIZATION DEVELOPMENT JOURNAL 2012. [DOI: 10.1108/01437731211253046] [Citation(s) in RCA: 19] [Impact Index Per Article: 1.6] [Reference Citation Analysis] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/17/2022]
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