1
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Gadár L, Abonyi J. Explainable prediction of node labels in multilayer networks: a case study of turnover prediction in organizations. Sci Rep 2024; 14:9036. [PMID: 38641683 PMCID: PMC11031594 DOI: 10.1038/s41598-024-59690-4] [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] [Accepted: 04/14/2024] [Indexed: 04/21/2024] Open
Abstract
In real-world classification problems, it is important to build accurate prediction models and provide information that can improve decision-making. Decision-support tools are often based on network models, and this article uses information encoded by social networks to solve the problem of employer turnover. However, understanding the factors behind black-box prediction models can be challenging. Our question was about the predictability of employee turnover, given information from the multilayer network that describes collaborations and perceptions that assess the performance of organizations that indicate the success of cooperation. Our goal was to develop an accurate prediction procedure, preserve the interpretability of the classification, and capture the wide variety of specific reasons that explain positive cases. After a feature engineering, we identified variables with the best predictive power using decision trees and ranked them based on their added value considering their frequent co-occurrence. We applied the Random Forest using the SMOTE balancing technique for prediction. We calculated the SHAP values to identify the variables that contribute the most to individual predictions. As a last step, we clustered the sample based on SHAP values to fine-tune the explanations for quitting due to different background factors.
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Affiliation(s)
- László Gadár
- HUN-REN-PE Complex Systems Monitoring Research Group, University of Pannonia, Veszprém, Hungary.
| | - János Abonyi
- HUN-REN-PE Complex Systems Monitoring Research Group, University of Pannonia, Veszprém, Hungary
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2
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Stone K, Nimon K, Ellinger AD. Examining the predictive validity of a managerial coaching scale: a longitudinal study. Front Psychol 2024; 15:1277422. [PMID: 38629036 PMCID: PMC11020080 DOI: 10.3389/fpsyg.2024.1277422] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Abstract] [Key Words] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Received: 08/14/2023] [Accepted: 02/01/2024] [Indexed: 04/19/2024] Open
Abstract
Managerial coaching remains a widespread and popular organizational development intervention applied across numerous industries to enhance critical workplace outcomes and employee attitudes, yet no studies to date have evaluated the temporal precedence within these relationships. This study sought to assess the predictive validity of the widely used Employee Perceptions of Supervisor/Line Manager Coaching Behavior Measure managerial coaching scale (CBI), employing a longitudinal design and following the testing of the causal hypothesized relationship framework. Three hypotheses were evaluated using three commonly associated variables with managerial coaching (role clarity, job satisfaction, and organization commitment), using longitudinal data collected over two waves from full-time US employees (n = 313). The study followed a two-wave design, collecting data over two time points to test for longitudinal measurement invariance and three reciprocal cross-lagged models. Results detected statistically significant cross-lagged and reciprocal cross-lagged effects in the role clarity and organization commitment models, highlighting a reciprocal relationship between managerial coaching behaviors and the two variables. However, only the reciprocal cross-lagged effect was statistically significant in the job satisfaction model. Findings suggest the predictive validity of the CBI scale for role clarity and organization commitment. Moreover, results indicate employee attitudes influenced managerial coaching behaviors over time across all three models, emphasizing the potential impact of employee attitudes on leadership effectiveness. This study highlights the complex relationships between managerial coaching and workplace outcomes, offering nuanced insights for improved understanding.
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Affiliation(s)
- Katie Stone
- Director of Student Wellness and Professional Formation, School of Medicine, The University of Texas at Tyler, Tyler, TX, United States
| | - Kim Nimon
- Department of Human Resource Development, Soules College of Business, The University of Texas at Tyler, Tyler, TX, United States
| | - Andrea D. Ellinger
- Department of Human Resource Development, Soules College of Business, The University of Texas at Tyler, Tyler, TX, United States
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3
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Shi L, Van Veldhoven M, Kooij D, Van De Voorde K, Karanika-Murray M. High-performance work systems and individual performance: a longitudinal study of the differential roles of happiness and health well-being. Front Psychol 2024; 14:1261564. [PMID: 38298369 PMCID: PMC10829052 DOI: 10.3389/fpsyg.2023.1261564] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Abstract] [Key Words] [Track Full Text] [Figures] [Journal Information] [Subscribe] [Scholar Register] [Received: 07/19/2023] [Accepted: 12/22/2023] [Indexed: 02/02/2024] Open
Abstract
As a part of the growing strand of employee-centered HRM research, employee well-being is suggested to be a key mechanism that may help to explain the relationship between HRM and performance. To investigate how an employee's well-being mediates the HRM-performance relationship, we distinguish between two types of well-being identified in prior work, happiness well-being and health well-being, and present arguments for differences in their effects on individual performance. Building on Job Demands-Resources (JDR) theory, we propose that happiness well-being positively mediates the relationship between perceived High-Performance Work Systems (HPWS) and individual task performance, while health well-being negatively mediates this focal relationship. Thus, happiness well-being fits the "mutual gains" perspective. In contrast, health well-being fits the "conflicting outcomes" perspective, and thus may be harmed by the HPWS to enhance the performance. We find partial support for our arguments in an analysis of longitudinal survey data of 420 participants spanning a total of four waves of data collection.
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Affiliation(s)
- Lulu Shi
- School of Management, Xi’an Jiaotong University, Xi’an, Shaanxi, China
| | - Marc Van Veldhoven
- Department Human Resource Studies, Tilburg University, Tilburg, Netherlands
| | - Dorien Kooij
- Department Human Resource Studies, Tilburg University, Tilburg, Netherlands
| | | | - Maria Karanika-Murray
- School of Business, College of Social Sciences, Arts, and Humanities, University of Leicester, Leicester, United Kingdom
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4
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Bennouna A, Boughaba A, Mouda M, Djabou S. Examining the mediating effect of job satisfaction on the relationship between leader-member exchange and safety behavior among Algerian healthcare workers. Leadersh Health Serv (Bradf Engl) 2023; ahead-of-print. [PMID: 37552116 DOI: 10.1108/lhs-05-2023-0031] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Abstract] [Key Words] [MESH Headings] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 08/09/2023]
Abstract
PURPOSE This study aims to examine the long-term impact of leader-member exchange (LMX) on employee safety behavior. It proposes a conceptual model that includes the mediating role of job satisfaction (JS) in the relationship between LMX and safety behaviors, regarding safety compliance behavior (SCB) and safety participation behavior (SPB). DESIGN/METHODOLOGY/APPROACH Data were collected from 325 health-care workers across public hospitals in Algeria at three waves. Data were analyzed with partial least square structural equation modeling. FINDINGS The findings revealed that LMX positively influenced employees' job satisfaction. However, the relationship between LMX and SCB was found to be mediated by job satisfaction. LMX was not directly related to both dimensions of safety behavior, whereas JS was positively associated with safety compliance and safety participation. ORIGINALITY/VALUE This is the first paper, to the best of the authors' knowledge, to report on the significant mediating role of JS on the reciprocal process used to exchange resources between leaders and subordinates and safety behaviors among health-care workers, thereby filling an important research gap in existing literature.
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Affiliation(s)
- Aida Bennouna
- Laboratory of Research in Industrial Prevention (LRPI), Health and Safety Industrial Institute, University of Batna 2, Batna, Algeria
| | - Assia Boughaba
- Laboratory of Research in Industrial Prevention (LRPI), Health and Safety Industrial Institute, University of Batna 2, Batna, Algeria
| | - Mohamed Mouda
- Laboratory of Research in Industrial Prevention (LRPI), Health and Safety Industrial Institute, University of Batna 2, Batna, Algeria
| | - Salim Djabou
- Faculty of Economic Commerce and Management Sciences, Finance and Accounting, University of Tebessa, Tebessa, Algeria
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5
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Ji H, Zhao X, Dang J. Relationship between leadership-member exchange (LMX) and flow at work among medical workers during the COVID-19: the mediating role of job crafting. BMC Psychol 2023; 11:162. [PMID: 37198695 DOI: 10.1186/s40359-023-01194-3] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Abstract] [Key Words] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Received: 12/28/2022] [Accepted: 04/28/2023] [Indexed: 05/19/2023] Open
Abstract
Based on relational leadership theory and self-determination theory, this study aims to investigate the relationship between leader-member exchange (LMX), job crafting, and flow at work among medical workers in the context of the COVID-19 pandemic. Participants in the study consisted of 424 hospital employees. The results showed that: (1) the LMX positively predicted flow at work; (2) two types of job crafting (increasing structural job resources and challenging job demands) played a mediating role between the LMX and flow at work; and (3) gender did not moderate these mediating effects as suggested by previous studies. These results indicate that the LMX can not only directly predict flow at work, but also indirectly predict work-related flow through job crafting by increasing structural job resources and challenging job demands, thus providing new insights for enhancing flow experiences of medical workers.
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Affiliation(s)
- Huazhen Ji
- Xuzhou Medical University, Xuzhou, China
- Faculty of Education, Huaibei Normal University, Huaibei, China
| | - Xiaoyun Zhao
- Faculty of Education, Huaibei Normal University, Huaibei, China.
- Anhui Engineering Research Center for Intelligent Computing and Application on Cognitive Behavior (ICACB), Huaibei, Anhui, China.
| | - Junhua Dang
- Institute of Social Psychology, School of Humanities and Social Sciences, Xi'an Jiaotong University, Xi'an, China.
- Uppsala University, Uppsala, Sweden.
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6
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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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7
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Zyberaj J, Bakaç C, Seibel S. Latent transition analysis in organizational psychology: A simplified “how to” guide by using an applied example. Front Psychol 2022; 13:977378. [DOI: 10.3389/fpsyg.2022.977378] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Abstract] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Received: 06/24/2022] [Accepted: 10/04/2022] [Indexed: 11/09/2022] Open
Abstract
Demands for more robust designs in organizational research have led to a steady increase in the number of longitudinal studies in organizational psychology (OP) journals. Similarly, the number and ways to analyze longitudinal data have also increased. In this paper, we adopt a relatively new and promising approach to help researchers analyze their longitudinal data in OP, namely latent transition analysis (LTA). We present a simplified guideline on LTA and discuss its role for OP researchers. Moreover, we demonstrate how organizational scholars can use this method with a practical example. In this example, we investigate (a) if there are qualitatively distinct subgroups of employees based on particular patterns of psychological capital (PsyCap) dimensions (i.e., efficacy, hope, resilience, and optimism), (b) if employees stay in these subgroups or transition to other groups over time, and finally, (c) if leader-member exchange (LMX) is associated with this transition. We use LTA to examine these steps in a German sample (N = 180).
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Mao W, Sun L, Hu Y, Wang D. The relationship between subordinates’ moqi and employees’ safety behaviour — a moderated mediation model. AUSTRALIAN JOURNAL OF PSYCHOLOGY 2022. [DOI: 10.1080/00049530.2022.2090279] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 11/02/2022]
Affiliation(s)
- Wenxu Mao
- School of Psychology, Shandong Normal University, Jinan, China
| | - Lingchao Sun
- School of Psychology, Shandong Normal University, Jinan, China
| | - Yixin Hu
- School of Psychology, Shandong Normal University, Jinan, China
| | - Dawei Wang
- School of Psychology, Shandong Normal University, Jinan, China
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9
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Zhao T, Li H, Zheng L, Zhang Y. How Dispositional Gratitude Shapes Employee Well-being and Organizational Commitment: The Mediating Roles of Leader-Member Exchange and Coworker Exchange. JOURNAL OF CAREER ASSESSMENT 2022. [DOI: 10.1177/10690727221099867] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Abstract] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 11/16/2022]
Abstract
Dispositional gratitude has recently emerged as a variable of interest in organizational contexts. However, it remains unclear whether dispositional gratitude is predictive of employee well-being, with limited theoretical and empirical elucidation of the underlying mechanisms. To address these limitations, the present study investigated dispositional gratitude as a predictor of employee well-being and organizational commitment. Drawing on the broaden-and-build theory of positive affect, the study also examined whether the social bonding resources of leader-member exchange (LMX) and coworker exchange (CWX) mediated these effects. The participating employees ( N = 300) completed the survey in three waves at one-week intervals. The results of structural equation modeling (SEM) confirm that dispositional gratitude is positively related to employee well-being and organizational commitment and that these effects are mediated by LMX and CWX. The paper concludes by discussing the theoretical and practical implications of these findings, the study’s limitations, and future research directions.
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Affiliation(s)
- Teng Zhao
- Department of Psychological Sciences, Auburn University, Auburn, AL, USA
| | - Hairong Li
- School of Labor and Human Resources, Renmin University of China, Beijing, China
| | - Lu Zheng
- School of Management, Huazhong University of Science and Technology, Wuhan, China
| | - Yuyan Zhang
- School of Labor and Human Resources, Renmin University of China, Beijing, China
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10
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Smith TA, Boulamatsi A, Dimotakis N, Tepper BJ, Runnalls BA, Reina CS, Lucianetti L. “How
dare
you?!”: A self‐verification perspective on how performance influences the effects of abusive supervision on job embeddedness and subsequent turnover. PERSONNEL PSYCHOLOGY 2022. [DOI: 10.1111/peps.12494] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 10/19/2022]
Affiliation(s)
- Troy A. Smith
- Department of Management, College of Business University of Nebraska‐Lincoln Lincoln Nebraska USA
| | - Artemis Boulamatsi
- Department of Management, G. Brint Ryan College of Business University of North Texas Denton Texas USA
| | - Nikolaos Dimotakis
- Department of Management, Spears School of Business Oklahoma State University Stillwater Oklahoma USA
| | - Bennett J. Tepper
- Department of Management & Human Resources, Fisher College of Business The Ohio State University Columbus Ohio USA
| | - Blake A. Runnalls
- Department of Marketing, College of Business University of Nebraska‐Lincoln Lincoln Nebraska USA
| | - Christopher S. Reina
- Area of Management & Entrepreneurship, School of Business Virginia Commonwealth University Richmond Virginia USA
| | - Lorenzo Lucianetti
- Department of Management and Business Administration University of Chieti and Pescara Pescara Italy
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11
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Yağmur A. Impact of interactional context on relationship between ethical leadership and unethical behaviors: a serial mediation model. MANAGEMENT RESEARCH REVIEW 2021. [DOI: 10.1108/mrr-09-2020-0551] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Abstract] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/17/2022]
Abstract
Purpose
Behavioral effects of contextual factors that organizations subject to daily life and social dynamics of ongoing organizational life are conveyed to interactional context. It is considered as a form of coorientation blending organizational and individual ethics in relational form. This study aims to examine well-known effects of ethical leadership on unethical behaviors in interactional context. Sequentially related mediator effects of leader member exchange and symmetrical communication in this relationship are empirically explored.
Design/methodology/approach
Survey is applied to 494 personnel from 29 large companies. Obtained survey data is analyzed by confirmatory factory analysis, and hypotheses are tested for serial mediation by structural equation modelling with bootstrapping procedure.
Findings
Study proves the impact of interactional context on organizational constructs. It is demonstrated that individual behaviors are influenced by interactional, dynamical, contextual and social factors. Study finds that leadership effect can be empowered by socialization processes. Quality of social relationships and social interactions; socializing impact of symmetrical communication can foster ethical management. Interactional context can facilitate organizations’ adaptation to changing conditions.
Originality/value
A human is a relational being. They cannot act in vacuum, rather, act in ongoing context of relationships. Taking account of relational aspect of individual–organizational interaction, this study contributes to literature by proposing a definition of interactional context and by exploring the impact of interactional context on organizational behaviors. Also, the impact of ethical leadership on unethical behaviors is empirically explored in relational dimension which seems to be neglected by ethics literature.
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12
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Cao W, van der Wal RC, Taris TW. The Benefits of Forgiveness at Work: A Longitudinal Investigation of the Time-Lagged Relations Between Forgiveness and Work Outcomes. Front Psychol 2021; 12:710984. [PMID: 34385965 PMCID: PMC8353125 DOI: 10.3389/fpsyg.2021.710984] [Citation(s) in RCA: 1] [Impact Index Per Article: 0.3] [Reference Citation Analysis] [Abstract] [Key Words] [Track Full Text] [Download PDF] [Figures] [Journal Information] [Subscribe] [Scholar Register] [Received: 05/17/2021] [Accepted: 06/29/2021] [Indexed: 11/13/2022] Open
Abstract
Forgiveness has received increasing attention in the work context. Although recent cross-sectional studies have found a positive link between forgiveness and work outcomes, further research examining the temporal dynamics between these variables is needed to establish causality. This preregistered panel study investigated the time-lagged relations between forgiveness and work outcomes, and specifically addressed the question whether forgiving a coworker benefits work outcomes. Longitudinal survey data were collected at four time points among 139 Chinese employees working at least 20 hours per week. Results from cross-lagged panel models revealed that forgiving an offending coworker with whom one has a relatively good work relationship predicted better work outcomes (i.e., higher job satisfaction, higher work engagement, and lower burnout) over time, while controlling for perceived severity of the offense. Evidence for the reverse effect (with work outcomes predicting forgiveness) was not found. Our findings thus suggest that forgiveness facilitates well-being-related work outcomes. Implications for a better understanding of forgiveness in work relationships are discussed.
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Affiliation(s)
- Wenrui Cao
- Department of Social, Health and Organizational Psychology, Utrecht University, Utrecht, Netherlands
| | - Reine C van der Wal
- Department of Social, Health and Organizational Psychology, Utrecht University, Utrecht, Netherlands
| | - Toon W Taris
- Department of Social, Health and Organizational Psychology, Utrecht University, Utrecht, Netherlands
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13
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Boudrias JS, Montani F, Vandenberghe C. How and When Does Psychological Wellbeing Contribute to Proactive Performance? The Role of Social Resources and Job Characteristics. INTERNATIONAL JOURNAL OF ENVIRONMENTAL RESEARCH AND PUBLIC HEALTH 2021; 18:ijerph18052492. [PMID: 33802433 PMCID: PMC7967623 DOI: 10.3390/ijerph18052492] [Citation(s) in RCA: 6] [Impact Index Per Article: 2.0] [Reference Citation Analysis] [Abstract] [Key Words] [MESH Headings] [Track Full Text] [Download PDF] [Figures] [Subscribe] [Scholar Register] [Received: 01/28/2021] [Revised: 02/25/2021] [Accepted: 02/27/2021] [Indexed: 11/18/2022]
Abstract
Are psychologically healthy employees more proactive at work? Surprisingly, responses to this question are lacking as empirical research has overlooked the wellbeing–proactive performance relationship. Drawing insights from the conservation of resources theory and the motivational fit perspective, this study proposes that leader-member exchange and team-member exchange act as social resources that convey the benefits of psychological wellbeing to subsequent proactive performance. Moreover, job complexity and task interdependence—two job characteristics that enhance the motivational potential of social resources—are expected to amplify these positive indirect relationships. Data from a three-wave, time-lagged study conducted among employees (N = 318) from French-Canadian organizations were used to test our hypothesized model. The results indicated that leader-member exchange mediated a positive relationship between wellbeing and proactive performance and that the contribution of wellbeing to proactive performance via leader-member exchange was increased when job complexity was higher. We also found a negative indirect relationship between wellbeing and proactive performance via team-member exchange when team interdependence was lower. Theoretical and practical implications of this research are discussed.
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Affiliation(s)
| | - Francesco Montani
- Department of Management, Rimini Campus, University of Bologna, 47900 Rimini, Italy
- Correspondence:
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14
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Xie Z, Wu N, Yue T, Jie J, Hou G, Fu A. How Leader-Member Exchange Affects Creative Performance: An Examination From the Perspective of Self-Determination Theory. Front Psychol 2020; 11:573793. [PMID: 33192872 PMCID: PMC7655925 DOI: 10.3389/fpsyg.2020.573793] [Citation(s) in RCA: 10] [Impact Index Per Article: 2.5] [Reference Citation Analysis] [Abstract] [Key Words] [Track Full Text] [Download PDF] [Figures] [Journal Information] [Subscribe] [Scholar Register] [Received: 06/18/2020] [Accepted: 10/08/2020] [Indexed: 01/16/2023] Open
Abstract
It has been shown that leadership is a major factor that influences creative performance. Although past studies have found that leader-member exchange (LMX) has direct effects on employee creative performance, there continues to be a lack of research examining how the LMX relationship mediates creative performance. This study used self-determination theory to examine the mediating effects of the LMX relationship on creative performance through attitudinal and emotional processes. Participants were supervisors and subordinates of township enterprises in the Pearl River Delta in China. There were 386 valid supervisor-subordinate dyads. Supervisors were responsible for assessing creative performance and the remaining variables were completed by employees. Results showed that high LMX increased the positive moods of subordinates, improved creative performance, and stimulated intrinsic motivation for improvement. Based on the results, we have proposed academic and practical recommendations such as organizations that want to encourage creativity, could begin by training managers to demonstrate high LMX by strengthening their relationships with employees. We also described study limitations, and suggested directions for future studies.
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Affiliation(s)
- Zhiyu Xie
- School of Management, Hainan Institute of Corporate Governance, Hainan University, Haikou, China
| | - Na Wu
- Faculty of Psychology, Research Center for Psychology and Social Development, Southwest University, Chongqing, China
| | - Tong Yue
- Faculty of Psychology, Research Center for Psychology and Social Development, Southwest University, Chongqing, China
| | - Jing Jie
- School of Management, Hainan Institute of Corporate Governance, Hainan University, Haikou, China
| | - Guanghui Hou
- Department of Law, Shantou University, Shantou, China
| | - Anguo Fu
- School of Management, Hainan Institute of Corporate Governance, Hainan University, Haikou, China
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15
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Di Stefano G, Venza G, Aiello D. Associations of Job Insecurity With Perceived Work-Related Symptoms, Job Satisfaction, and Turnover Intentions: The Mediating Role of Leader-Member Exchange and the Moderating Role of Organizational Support. Front Psychol 2020; 11:1329. [PMID: 32733309 PMCID: PMC7358553 DOI: 10.3389/fpsyg.2020.01329] [Citation(s) in RCA: 5] [Impact Index Per Article: 1.3] [Reference Citation Analysis] [Abstract] [Key Words] [Track Full Text] [Download PDF] [Figures] [Journal Information] [Subscribe] [Scholar Register] [Received: 02/24/2020] [Accepted: 05/19/2020] [Indexed: 11/26/2022] Open
Abstract
This study wants to examine effects of job insecurity on several work-related outcomes (perceived work-related symptoms, job satisfaction, and turnover intentions) by developing a moderated mediation model. The model emphasizes the role played by the quality of leader–member exchange (LMX) in mediating the relation between perceived job insecurity and outcomes related to work, and the moderating role of perceived organizational support (POS) in influencing the mediation. Survey data from 510 workers at Italian organizations were collected, and regression was used to evaluate the hypotheses. After age, gender, education, and organizational tenure were controlled, results showed that perceived quality of LMX carried the effect of job insecurity on all outcomes, and that this relationship was stronger for employees who reported higher levels of POS. This study makes important theoretical and practical contributions to job insecurity, LMX, and POS research, underlining the importance of promoting the leader–member relationship’s quality in an ethical and supportive work environment.
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Affiliation(s)
- Giovanni Di Stefano
- Department of Psychology, Educational Science and Human Movement, University of Palermo, Palermo, Italy
| | - Gaetano Venza
- Department of Psychology, Educational Science and Human Movement, University of Palermo, Palermo, Italy
| | - Davide Aiello
- Department of Psychology, Educational Science and Human Movement, University of Palermo, Palermo, Italy
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16
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Zhang L, Jiang H, Jin T. Leader-member exchange and organisational citizenship behaviour: The mediating and moderating effects of role ambiguity. JOURNAL OF PSYCHOLOGY IN AFRICA 2020. [DOI: 10.1080/14330237.2020.1721948] [Citation(s) in RCA: 8] [Impact Index Per Article: 2.0] [Reference Citation Analysis] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 10/24/2022]
Affiliation(s)
- Leigang Zhang
- School of Teacher Education, Shaoxing University, Shaoxing, China
| | - Huaibin Jiang
- School of Education, Fuqing Branch of Fujian Normal University, Fuqing, China
| | - Tingting Jin
- Intensive Care Unit, Shaoxing People’ Hospital, Shaoxing, China
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17
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Dose PE, Desrumaux P, Bernaud JL, Hellemans C. What Makes Happy Counselors? From Self-Esteem and Leader-Member Exchange to Well-Being at Work: The Mediating Role of Need Satisfaction. EUROPES JOURNAL OF PSYCHOLOGY 2019; 15:823-842. [PMID: 33680162 PMCID: PMC7909198 DOI: 10.5964/ejop.v15i4.1881] [Citation(s) in RCA: 8] [Impact Index Per Article: 1.6] [Reference Citation Analysis] [Abstract] [Key Words] [Track Full Text] [Download PDF] [Figures] [Journal Information] [Subscribe] [Scholar Register] [Received: 01/16/2019] [Accepted: 05/01/2019] [Indexed: 11/20/2022]
Abstract
This study was aimed at examining the extent to which well-being at work is linked to self-esteem and psychosocial resources such as leader-member exchange (LMX). Drawing on self-determination theory, we looked at whether psychological needs (perceived autonomy, competence, and relatedness) act as specific mediators between self-esteem and well-being, and between LMX and well-being. Two hundred and twenty four employment counselors (psychologists) from a French national employment office (Pôle emploi) answered a questionnaire. The data were analyzed using Hayes and Preacher's method for testing multiple mediations. The results showed that satisfaction of psychological needs for autonomy, competence and relatedness mediated the links between self-esteem and LMX as inductors, and well-being as a criterion. These findings confirm the relevance of self-esteem and LMX for counselors, and of the importance of need satisfaction that plays a critical role in matters of well-being.
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Affiliation(s)
- Par Eric Dose
- Department of Psychology, University of Lille, Lille, France
| | | | - Jean-Luc Bernaud
- Centre de Recherche sur le Travail et le Développement - CRTTD EA 4132 - INETOP-CNAM, Paris, France
| | - Catherine Hellemans
- Laboratoire de Psychologie du Travail et Economique, Université Libre de Bruxelles, Bruxelles, Belgium
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Emirza S, Katrinli A. The relationship between leader construal level and leader-member exchange relationship. LEADERSHIP & ORGANIZATION DEVELOPMENT JOURNAL 2019. [DOI: 10.1108/lodj-02-2019-0084] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Abstract] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/17/2022]
Abstract
Purpose
The purpose of this paper is to investigate the effect of leader’s construal level, which is the tendency of the leader to construe things abstractly or concretely, on leader-member exchange (LMX) quality and the moderating role of relational demography, which is the comparative similarity between supervisor and subordinate in demographic characteristics. The authors hypothesize a positive relationship between leader construal level and the quality of relationship, such that, as the leader’s construal level increases and becomes more abstract, the quality of relationship improves. Furthermore, demographic similarity is expected to moderate the relationship between leader construal level and LMX quality.
Design/methodology/approach
Data were collected from 159 employees with an online questionnaire. Hierarchical regression analysis was used for hypothesis testing.
Findings
Results show that the leader’s construal level is positively associated with LMX quality. Moreover, demographic similarity moderates this relationship such that when subordinate and supervisor have similar demographic characteristics, the effect of leader construal level on LMX is higher.
Originality/value
This study addresses the call for further research on leader-related antecedents of LMX by showing that leader construal level predicts relationship quality. This study also enhances our understanding of how to leverage the construal level in leadership research. Moreover, this study provides a deeper and more integrated understanding regarding the development of LMX relationships by delineating the interactive effect of leader-related features and relational demography.
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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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20
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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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21
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Kim M, Yi Y. Impact of leader‐member‐exchange and team‐member‐exchange on nurses’ job satisfaction and turnover intention. Int Nurs Rev 2018; 66:242-249. [DOI: 10.1111/inr.12491] [Citation(s) in RCA: 9] [Impact Index Per Article: 1.5] [Reference Citation Analysis] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 11/30/2022]
Affiliation(s)
| | - Y.‐J. Yi
- School of Nursing Hanyang University Seongdong‐gu, Seoul Korea
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22
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Ng TWH, Yam KC, Aguinis H. Employee perceptions of corporate social responsibility: Effects on pride, embeddedness, and turnover. PERSONNEL PSYCHOLOGY 2018. [DOI: 10.1111/peps.12294] [Citation(s) in RCA: 108] [Impact Index Per Article: 18.0] [Reference Citation Analysis] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 01/12/2023]
Affiliation(s)
- Thomas W. H. Ng
- Department of Management, Faculty of Business and Economics; The University of Hong Kong; Pok Fu Lam Hong Kong
| | - Kai Chi Yam
- Department of Management and Organization; National University of Singapore; Singapore
| | - Herman Aguinis
- Department of Management; George Washington University; Washington DC USA
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23
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González-Navarro P, Zurriaga-Llorens R, Tosin Olateju A, Llinares-Insa LI. Envy and Counterproductive Work Behavior: The Moderation Role of Leadership in Public and Private Organizations. INTERNATIONAL JOURNAL OF ENVIRONMENTAL RESEARCH AND PUBLIC HEALTH 2018; 15:ijerph15071455. [PMID: 29996531 PMCID: PMC6068656 DOI: 10.3390/ijerph15071455] [Citation(s) in RCA: 13] [Impact Index Per Article: 2.2] [Reference Citation Analysis] [Abstract] [Key Words] [MESH Headings] [Track Full Text] [Download PDF] [Figures] [Subscribe] [Scholar Register] [Received: 05/22/2018] [Revised: 06/21/2018] [Accepted: 07/05/2018] [Indexed: 12/02/2022]
Abstract
Envy is a frequent emotion in work contexts where there is strong competition for resources and the leader is the person who manages them. When employees feel envy, they are likely to use counterproductive work behaviors (CWB), but the use of these behaviors may differ depending on the organization’s ownership. The goal of this study is to develop and test a model for the moderating role of Leader Member Exchange (LMX) in the relationship between envy and CWB in public and private organizations. The study design was cross-sectional. Data were collected from 225 Spanish employees in public and private organizations and analyzed using Path Analysis techniques. Results showed that envy was positively related to CWB, and that LMX was a significant moderator in the relationship between envy and CWB in public organizations, but not in private ones. However, this relationship is positive with high LMX, but less than in subjects with low LMX. Findings provide empirical support for the hypothesized conceptual model. This study is one of the first to explore LMX as a moderator of the relationship between envy and CWB. Thus, this study adds value to previous social exchange studies on LMX by integrating emotion research into the context of an exchange-based relationship. Our findings lead to several practical implications for creating healthy organizations.
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Affiliation(s)
- Pilar González-Navarro
- Research Institute of Personnel Psychology, Organizational Development and Quality of Working Life (IDOCAL), University of Valencia, Valencia 46010, Spain.
| | - Rosario Zurriaga-Llorens
- Research Institute of Personnel Psychology, Organizational Development and Quality of Working Life (IDOCAL), University of Valencia, Valencia 46010, Spain.
| | - Adekunle Tosin Olateju
- Department of Psychology, College of Science, University of Canterbury, Canterbury 8041, New Zealand.
| | - Lucía I Llinares-Insa
- Department of Social Psychology, Faculty of Psychology, University of Valencia, Valencia 46010, Spain.
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Erks R, Nyquist E, Allen J, Rogelberg S. Regulating emotions in response to power distance in meetings. JOURNAL OF MANAGEMENT DEVELOPMENT 2017. [DOI: 10.1108/jmd-10-2016-0213] [Citation(s) in RCA: 6] [Impact Index Per Article: 0.9] [Reference Citation Analysis] [Abstract] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/17/2022]
Abstract
Purpose
Meetings are a necessary part of work. The purpose of this paper is to focus on how power distance in meetings affects emotional labor, including whether leader-member exchange (LMX) serves as a moderator for this relationship. It is hypothesized that power distance in meetings would lead to higher levels of emotional labor in meeting attendees, and that higher levels of LMX would make this relationship even stronger.
Design/methodology/approach
The authors used a panel sample of full-time working adults from a variety of industries who regularly attend meetings. Participants completed a survey with items related to power distance, emotional labor, and LMX. Hypotheses were tested using moderated regression.
Findings
Findings reveal that power distance between the meeting leader and attendees does relate positively to emotional labor, both surface and deep acting. In addition, LMX moderates this relationship for deep acting, but not for surface acting indicating that when high levels of both power distance and LMX exist, meeting attendees will engage in more deep acting.
Research limitations/implications
The results of this study suggest that meeting leaders influence the behavior of attendees through their perceived power and relationship with the attendees. The power distance measure and cross-sectional nature of the sampling strategy is a limitation that provides opportunities for future research.
Practical implications
The practical implications focus on meeting leaders, how they can help meeting attendees make meetings successful by expressing their true authentic emotions.
Originality/value
The current study is one of the first to focus on the power distance present in meetings related to emotional regulation through the social comparison theory. In addition, the current study investigates how LMX can serve as a moderator in this relationship.
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Ng TW. Can idiosyncratic deals promote perceptions of competitive climate, felt ostracism, and turnover? JOURNAL OF VOCATIONAL BEHAVIOR 2017. [DOI: 10.1016/j.jvb.2017.01.004] [Citation(s) in RCA: 75] [Impact Index Per Article: 10.7] [Reference Citation Analysis] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 12/14/2022]
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26
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Effect of leader-member exchange on employee envy and work behavior moderated by self-esteem and neuroticism. REVISTA DE PSICOLOGÍA DEL TRABAJO Y DE LAS ORGANIZACIONES 2017. [DOI: 10.1016/j.rpto.2016.12.002] [Citation(s) in RCA: 15] [Impact Index Per Article: 2.1] [Reference Citation Analysis] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 01/11/2023]
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Hackney KJ, Maher LP, Daniels SR, Hochwarter WA, Ferris GR. Performance, Stress, and Attitudinal Outcomes of Perceptions of Others’ Entitlement Behavior: Supervisor–Subordinate Work Relationship Quality as Moderator in Two Samples. GROUP & ORGANIZATION MANAGEMENT 2017. [DOI: 10.1177/1059601117696676] [Citation(s) in RCA: 11] [Impact Index Per Article: 1.6] [Reference Citation Analysis] [Abstract] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 11/15/2022]
Abstract
Supervisor–subordinate work relationships are based on a series of potentially fluctuating resource allocation episodes. Building on this reality, we hypothesized in the present research that supervisor–subordinate work relationship quality will neutralize the negative attitudinal and behavioral strain effects associated with perceptions of others’ entitlement behavior. We draw upon the transactional theory of stress, and the social exchange and support features of leader–member exchange theory, to explain our expected neutralizing effects on job tension, job satisfaction, and contextual performance/citizenship behavior. Results supported study hypotheses in Sample 1. Findings were replicated in Sample 2 and extended by also demonstrating the interaction effect on task performance. Contributions to theory and research, strengths and limitations, directions for future work, and practical implications are discussed.
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Affiliation(s)
| | | | | | - Wayne A. Hochwarter
- Florida State University, Tallahassee, FL, USA
- Australian Catholic University, Australia
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Jyoti J, Bhau S. Empirical investigation of moderating and mediating variables in between transformational leadership and related outcomes. INTERNATIONAL JOURNAL OF EDUCATIONAL MANAGEMENT 2016. [DOI: 10.1108/ijem-01-2015-0011] [Citation(s) in RCA: 8] [Impact Index Per Article: 1.0] [Reference Citation Analysis] [Abstract] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/17/2022]
Abstract
Purpose
– The purpose of this paper is to evaluate the multi-layer effect of transformational leadership (TL) on employee-related outcomes, i.e. relational identification (RI) and satisfaction with leader (SWL). Further, role of leader member exchange (LMX) and the association period in between TL and RI as well as SWL shall also be examined. So, the present paper attempts to evaluate the moderated-mediated effect of TL on RI and SWL.
Design/methodology/approach
– The model has been tested in the higher education sector. Information regarding TL, LMX, SWL and RI has been procured from teachers. The data have been duly validated with the help of confirmatory factor analysis. Reliability has been assessed through Cronbach’s α and composite reliability. Structural equation modelling has been used for testing the hypotheses. Moderation has been checked through multi-group analysis.
Findings
– The results indicate that association period moderates the TL and LMX relationship. LMX mediates the TL and RI and SWL relationship. Finally, moderated- mediated impact of TL on RI and SWL have been found. Managerial, practical, social, economic implications and scope for future research have also been discussed.
Research limitations/implications
– This study represents a cross-sectional investigations as responses were gathered from respondents at a particular point of time. Moreover, the study is confined to government degree colleges operating in Jammu district only. In future longitudinal study can be conducted. Comparative study between private and public colleges can be undertaken in future.
Practical implications
– Leaders should focus on creating positive environment, where personal work goals of the subordinates are linked with organisational goals, with the help of role-person integration. Leaders should make their decisions more transparent by exhibiting consistency in their logic and reasoning. Remaining impartial in decision making will help leaders to instil trust and respect in the minds of subordinates. Trust among the followers can be increased through commitments and achievement of goals. Leaders should create more enthusiasm and optimism amongst the employees.
Social implications
– Leaders in education institutes should create social and emotional learning environment in the colleges. This can be done by arranging informal meetings, some kinds of fares, painting competitions and festive celebrations at collaborative level. This strategic action will help to provide an opportunity to all employees’ to come forward in an informal friendly environment, which will help to reduce stress, anxiety, and depression; and improve the quality of relationship and ultimately enhance satisfaction among followers’ with respect to their leaders. The followers work for the achievement of departmental as well as the organisational goals in collaboration with their leaders.
Originality/value
– The paper has evaluated the moderation of association period between TL and LMX relationship in higher education sector which has not been explored earlier in leadership studies. Many studies have evaluated the direct impact but moderated-mediated impact of TL on RI and SWL has not been evaluated earlier, which will contribute equally to academic as well as business world.
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Lee A, Martin R, Thomas G, Guillaume Y, Maio GR. Conceptualizing leadership perceptions as attitudes: Using attitude theory to further understand the leadership process. LEADERSHIP QUARTERLY 2015. [DOI: 10.1016/j.leaqua.2015.10.003] [Citation(s) in RCA: 18] [Impact Index Per Article: 2.0] [Reference Citation Analysis] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 10/22/2022]
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Breevaart K, Bakker AB, Demerouti E, van den Heuvel M. Leader-member exchange, work engagement, and job performance. JOURNAL OF MANAGERIAL PSYCHOLOGY 2015. [DOI: 10.1108/jmp-03-2013-0088] [Citation(s) in RCA: 134] [Impact Index Per Article: 14.9] [Reference Citation Analysis] [Abstract] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/17/2022]
Abstract
Purpose
– The purpose of this paper is to examine the process through which leader-member exchange (LMX) is related to followers’ job performance. Integrating the literature on LMX theory and resource theories, the authors hypothesized that the positive relationship between LMX and employee job performance is sequentially mediated by job resources (autonomy, developmental opportunities, and social support) and employee work engagement.
Design/methodology/approach
– In total, 847 Dutch police officers filled out an online questionnaire. Multilevel structural equation modeling was used to test the hypothesized relationships and to account for the nesting of employees in teams.
Findings
– Employees in high-quality LMX relationships work in a more resourceful work environment (i.e. report more developmental opportunities and social support, but not more autonomy). This resourceful work environment, in turn, facilitates work engagement and job performance.
Research limitations/implications
– Because of the research design, it is difficult to draw conclusions about causality. Future research may test the newly proposed relationship using a longitudinal or daily diary design.
Practical implications
– This study emphasizes the value of high-LMX relationships for building a resourceful environment. In turn, this resourceful environment has important implications for employees’ work engagement and job performance.
Originality/value
– This study examines LMX as a more distal predictor of employee job performance and examines a sequential underlying mechanism to explain this relationship. Furthermore, this paper explicitly examined job resources as a mediator in the relationship between LMX and employee job performance.
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Ferreira AI, Martinez LF, Cooper C, Gui DM. LMX as a negative predictor of presenteeism climate. JOURNAL OF ORGANIZATIONAL EFFECTIVENESS-PEOPLE AND PERFORMANCE 2015. [DOI: 10.1108/joepp-02-2015-0005] [Citation(s) in RCA: 14] [Impact Index Per Article: 1.6] [Reference Citation Analysis] [Abstract] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/17/2022]
Abstract
Purpose
– Some underlying mechanisms regarding presenteeism still remain unclear, namely, the construct of “presenteeism climate” and the importance of “leadership” Leader-Member Exchange (LMX) for presenteeism. In order to shed some light into this phenomenon, the purpose of this paper is to develop and apply a new scale of presenteeism climate.
Design/methodology/approach
– In Study 1, the authors identified a pool of items from the literature and, in Study 2 (n=147) the authors tested 26 items that were pilot studied with exploratory factor analysis. In Study 3 (n=293) the authors tested a three-factor model – extra-time valuation, supervision distrust and co-workers competitiveness – with confirmatory factor analysis.
Findings
– Results showed that LMX has a negative correlation with presenteeism climate. Study 3 also showed that this structure remained invariant with additional samples from employees working in hospitals from Ecuador (n=90) and China (n=237). Finally, the authors included suggestions for future studies to overcome the limitations of this research.
Practical implications
– This study has implications for managers and academics, as it emphasizes the importance of favorable behaviors between leaders and employees in order to decrease presenteeism and its adverse consequences.
Originality/value
– The main contribution consists of identifying dimensions of presenteeism climate and developing measures. Additionally, the authors contribute to the literature on leadership by studying the influence of LMX on presenteeism climate.
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Winkler E, Busch C, Clasen J, Vowinkel J. Changes in Leadership Behaviors Predict Changes in Job Satisfaction and Well-Being in Low-Skilled Workers. JOURNAL OF LEADERSHIP & ORGANIZATIONAL STUDIES 2014. [DOI: 10.1177/1548051814527771] [Citation(s) in RCA: 17] [Impact Index Per Article: 1.7] [Reference Citation Analysis] [Abstract] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 10/25/2022]
Abstract
The purpose of this longitudinal study of 255 members of the low-skilled workforce was to enhance insight into the nature of the relations between specific supervisor behavior (social support, positive feedback, task-related communication) and employee well-being. Data were analyzed using latent change models focusing on interindividual change and change–change associations over time. Our results indicated that interindividual differences in the intraindividual change in perceived supervisor behavior were related to changes in indicators of well-being across a 6-month period. These results provide further evidence for longitudinal associations between leader behavior and employee outcomes as well as the necessity of designing specific interventions for low-level managers.
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Affiliation(s)
| | | | - Julia Clasen
- Europäische Fernhochschule Hamburg, Hamburg, Germany
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Zhang RP, Tsingan L, Zhang LP. Role Stressors and Job Attitudes: A Mediated Model of Leader-Member Exchange. The Journal of Social Psychology 2013; 153:560-76. [DOI: 10.1080/00224545.2013.778812] [Citation(s) in RCA: 13] [Impact Index Per Article: 1.2] [Reference Citation Analysis] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 10/27/2022]
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34
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Loi R, Chan KW, Lam LW. Leader-member exchange, organizational identification, and job satisfaction: A social identity perspective. JOURNAL OF OCCUPATIONAL AND ORGANIZATIONAL PSYCHOLOGY 2013. [DOI: 10.1111/joop.12028] [Citation(s) in RCA: 119] [Impact Index Per Article: 10.8] [Reference Citation Analysis] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 11/29/2022]
Affiliation(s)
- Raymond Loi
- Department of Management and Marketing; University of Macau; Taipa Macau
| | - Ka W. Chan
- Department of Management and Marketing; University of Macau; Taipa Macau
| | - Long W. Lam
- Department of Management and Marketing; University of Macau; Taipa Macau
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35
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Spurk D, Volmer J. Validierung einer deutschsprachigen Version des Career Futures Inventory (CFI). ZEITSCHRIFT FUR ARBEITS-UND ORGANISATIONSPSYCHOLOGIE 2013. [DOI: 10.1026/0932-4089/a000106] [Citation(s) in RCA: 26] [Impact Index Per Article: 2.4] [Reference Citation Analysis] [Abstract] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 11/04/2022]
Abstract
Das Career Futures Inventory (CFI; Rottingaus, Day & Borgen, 2005 ) erfasst die drei laufbahnbezogenen Zukunftsfaktoren career adaptability (Berufliche Anpassungsfähigkeit), career optimism (Beruflicher Optimismus) und knowledge of job market (Arbeitsmarktwissen). Die Ziele dieser Studie waren (a) eine deutschsprachige Version des CFIs zu konstruieren und (b) an zwei Stichproben mit Erwerbstätigen mittels (c) unterschiedlicher Indikatoren des Berufserfolgs und anhand von Persönlichkeitseigenschaften zu validieren. Es konnte in beiden Stichproben (N1 = 153; N2 = 110) die 3-faktorielle Struktur des CFIs nachgewiesen werden. Zudem konnten Annahmen zur konvergenten und diskriminanten Validität in beiden Stichproben bestätigt werden, da die CFI-Faktoren in erwarteter Richtung mit Berufserfolg (z. B. Beförderungen, Karrierezufriedenheit) bzw. Persönlichkeitseigenschaften (d. h. Big Five) korrelierten bzw. nicht korrelierten. Eine Analyse der inkrementellen Validität zeigte, dass Arbeitsmarktwissen zusätzliche Varianz beim Gehalt über Kontrollvariablen und Persönlichkeit hinaus erklärte. Hinsichtlich Karrierezufriedenheit war dies für beruflichen Optimismus der Fall. Diese Validierungsstudie ermöglicht den Einsatz des CFIs im deutschsprachigen Raum.
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