Contextualizing LMX within the workgroup: The effects of LMX and justice on relationship quality and resource sharing among peers

Leadership in a different light: understanding co-worker exchange in a triad

This work analyses the relationship between Leader and Member Exchange (LMX) and Co-worker Exchanges in a triad. Using a large sample of 1579 observations, our work provides theoretical and empirical support to the idea that the quality of the relationship between two co-workers, rather than being an objective characteristic of the dyad, is in fact an individual variable affected by the perception that each co-worker has of the relationship each member of the same dyad holds with their common leader. Our results, based on 1580 observations, offer some new insights and extend the well-known Balance Theory demonstrating that it is not only the similarity and dissimilarity in their LMX, what determines co-workers’ relationships but also the individual perception of own’s LMX. Furthermore, we also point at the relevance of the contingent effect played by the average LMX at the team level and the level of differentiation that the leader holds at the team level.

Does sense of work gain predict team creativity? The mediating effect of leader-member exchange and the moderating effect of work smoothness

In the present study, we examined the link between the sense of work gain and team creativity and explored the mediating and moderating roles of Leader-member exchange (LMX) and work smoothness on it. The results of this study A moderated mediation model was constructed based on 484 valid samples from an on-line survey of a human resource company, revealed that the sense of work gain can positively predict team creativity, and LMX mediates the associations of the sense of work gain and team creativity. Moreover, work smoothness emerged as a significant moderator can moderate the associations between sense of work gain and team creativity, as well as moderating the relationship between LMX and team creativity. The findings provide a theoretical guidance for leaders and HR professionals who want to increase employee initiative and motivation.

Development of a Three-Dimensional Measure of the Calling Work Orientation: Assessing Craftsmanship, Kinship, and Serving

Although conceptualized as a multidimensional construct, the majority of measures of calling are unidimensional. In order to further expand the operationalization of calling, this study developed and validated a measure of the three dimensions of calling, namely, craftsmanship, kinship, and serving using three separate samples. Using a sample of 85 undergraduate students, the pilot study established content validity for the three dimensions of calling. Study 1 aimed to refine the developed measure while assessing its dimensionality across 379 participants from Amazon’s Mechanical Turk (MTurk). Furthermore, Study 2 provided evidence of construct and criterion-related validity, as well as test-retest reliability over a period of 3 months across 301 MTurk participants. Recommendations for future research utilizing the more focused dimensions of calling are discussed.

Give a Man a Fish or Teach a Man to Fish: A Cross-Level Moderated Mediation Model of Cognitive and Performance Responses of Team Members to Help of Team Leaders

Drawing upon theoretical lenses of social cognitive theory, this study explores whether, when, why, and how the helping behaviors of team leaders influence individual work role performance of team members (in terms of individual task proficiency, task adaptivity, and task proactivity) through self-efficacy of team members. The consequences of different types of help of leaders are uncovered in this study. By proposing a cross-level moderated mediation model and using multisource and multistage data from 303 team members in 39 work teams, autonomy-oriented help of leaders was found to have a differential effect on individual work role performance of members via the self-efficacy of the latter when controlling for dependency-oriented help of leaders. Moreover, the multilevel analysis of moderation uncovered that leader–member exchange relationship at the team level engendered a boundary condition for the mediating role of member self-efficacy in the relationship between autonomy-oriented help of leaders and individual work role performance of members in this model.

What Happens to a Black Sheep? Exploring How Multilevel Leader–Member Exchange Differentiation Shapes the Organizational Altruism Behaviors of Low Leader–Member Exchange Minority

Our study focused on the low leader–member exchange (LMX) minority under the LMX differentiation context. Specifically, based on the group engagement model, we proposed that high LMX relational separation (LMXRS) impairs subordinates’ organizational altruism behaviors through undermining their procedural justice perception; furthermore, such an effect is stronger for low-LMX members in low overall LMX differentiation groups. Using data collected from 4 companies in China that included 49 teams and 273 employees, we demonstrated that high LMXRS entails a lower procedural justice perception and fewer follow-up altruism behaviors, especially for low-LMX members. Moreover, the three-way interaction result showed that the detrimental effect of high LMXRS on low-LMX members’ procedural justice perception and follow-up organizational altruism behaviors is stronger when the group-level LMX differentiation is low. We discussed the theoretical and practical implications of these findings.

Predicting workplace loneliness in the nursing profession

AIM

This study examined a model investigating how social interaction variables (leader-member exchange (interactions between managers and nurses), trust, and communication frequency) and work meaningfulness influence nurses' experiences of workplace loneliness.

BACKGROUND

As workplace loneliness can result in lower job satisfaction and a decrease in workers' health, understanding the contributing factors to loneliness at work is important.

METHOD

In this cross-sectional study, Turkish nurses (N = 864) completed self-report scales measuring social exchange between leaders and members, trust in leaders, communication frequency, work meaningfulness, and loneliness. To avoid fatigue and method variance influence, scales were completed over two testing times (separated by a month).

RESULTS

Workplace loneliness was associated with less social interaction with leaders (lower leader-member exchange and frequency of communication), less trust in leaders, and lower reports of meaningful work.

CONCLUSION

The results suggest that workplace loneliness can be reduced when managers exchange more information and communicate more frequently with their nurses. Workplace loneliness is also reduced when nurses trust their leaders and find their work meaningful.

IMPLICATIONS FOR NURSING MANAGEMENT

Managers supervising nurses need to be aware that workplace loneliness occurs and that their interactions and relationships with the nurses will have an impact on experienced workplace loneliness.

The mediating role of relative communicative behavior on the relationship between ethical leadership and organizational identification

Purpose

The purpose of this paper is to examine the underlying process of a relative leader–member dyadic communication behavior linking association between ethical leadership and organizational identification in Malaysia’s diverse workplace.

Design/methodology/approach

Based on relational dyadic communication, social comparison and social identity theories, the authors develop a mediation model. The model illustrates the link between the relative leader–member dyadic communication behavior processes, ethical leadership and organizational identification. The model was tested on a sample of 273 group members from 58 groups working in large government link corporations in Malaysia.

Findings

Results of hierarchical regression analysis provide support for the model. The authors found that ethical leadership was positively related to relative leader–member dyadic communication behavior based on the norms and values of budi context. Budi is a social norm in the Malaysian context that helps employees to know how they should interact with others. Budi is manifested through the use of language and should be used or present in the interactions or conversations with others.

Originality/value

The relative shared norms and values of budi mediate the relationship between ethical leadership and organizational identification after controlling for the perception of individual leader–member dyadic communication behavior on norms and values of budi.

Dyadic Relationships

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.

How leader–member exchange can uplift team’s energy to increase creative work involvement

Purpose

– The purpose of this paper is to examine the effect of leader–member exchange quality on creative involvement of teams in creative work through the mediating role of collective energy comprising of affect, cognitive and behavioral energies.

Methodology/approach

– In total, a sample of 298 participants in 71 teams working for manufacturing companies producing different auto parts in the eastern part of Iran was examined. A conceptual model was developed, and the hypotheses were analyzed by using structural equation modeling (SEM). Finally, the direct and indirect effects of variables were acquired by a path analysis technique.

Findings

– The results revealed that, in teams, leader-members exchange indirectly impacts involvement in creative work via affective, cognitive and behavioral energies. Furthermore, affective energy play the most mediating role and behavioral energy my negatively affect involvement in creative work.

Originality/value

– First, this paper makes a significant contribution to the literature of energy through considering a more panoramic view of it at work. This is the first study in which collective energy functions as a mediating factor in teams. Second, it helps to broaden the scope of research on the relationship between leaders and individuals through multi-level analysis.