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Kim SM, Jo SJ. An Examination of the Effects of Job Insecurity on Counterproductive Work Behavior Through Organizational Cynicism: Moderating Roles of Perceived Organizational Support and Quality of Leader-Member Exchange. Psychol Rep 2024; 127:957-993. [PMID: 36154339 DOI: 10.1177/00332941221129135] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [What about the content of this article? (0)] [Affiliation(s)] [Abstract] [Key Words] [MESH Headings] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 11/17/2022]
Abstract
Job insecurity can trigger cynical attitudes and ultimately lead to harmful behaviors in organizations under the current fast-changing business environment. Drawing on psychological contract theory, this study aimed to investigate the relationship between job insecurity and counterproductive work behavior (CWB) by focusing on the mediating role of organizational cynicism and moderating roles of perceived organizational support (POS) and leader-member exchange (LMX). The data used for the analysis came from a survey that targeted tourism-related industries in South Korea, and 296 responses were finally analyzed. We analyzed reliability, correlation, and mediation, and conducted confirmatory factor analysis, regression analysis, and moderation analysis using SPSS PROCESS macro v. 3.5, with AMOS v. 25.0. The key findings of this study are as follows. First, we found that job insecurity was positively related to CWB. Second, organizational cynicism mediated the relationship between job insecurity and CWB. Third, POS and LMX intensified the negative effects of job insecurity and organizational cynicism, affecting CWB. These results imply that employees with a high level of POS and LMX are likely to have opportunistic behaviors (e.g., abuse, absences, sabotage) by abusing the support and trust from their organizations. The implications for research and practice, limitations, and directions for future research are discussed.
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Affiliation(s)
- Su Min Kim
- Gachon University, Seongnam, Republic of Korea
| | - Sung Jun Jo
- Gachon University, Seongnam, Republic of Korea
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2
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Bareket-Bojmel L, Icekson T, Toshav-Eichner N, Sela Y. Waiting for the Boss's Blue Checkmark to Appear: Supervisor's Attentiveness, Negative Emotions, and Work Engagement During Instant Messaging at Work. Cyberpsychol Behav Soc Netw 2024. [PMID: 38457649 DOI: 10.1089/cyber.2023.0354] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [What about the content of this article? (0)] [Affiliation(s)] [Abstract] [Key Words] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 03/10/2024]
Abstract
In organizations, employees actively manage the immediacy with which they respond to instant messages to cope with mobile connectivity overload caused by continuous interactions. This research conducted a naturalistic observational design to examine real-life mobile connectivity behaviors in organizations and measure their occupational well-being consequences. Specifically, we focused on the use of a feature (WhatsApp's blue checkmark) that enables senders to know precisely when recipients choose to read their messages. In the study, 192 participants sent important messages to their supervisors through WhatsApp. The study used Confirmatory Factor Analysis and moderation analyses to explore the relationship between supervisors' attentiveness (indicated by WhatsApp's blue checkmark), negative emotions, work engagement, and the quality of leader-member exchange (LMX). Drawing on the perspective of 'digital well-being,' we investigated the role of relationship quality between supervisors and employees (LMX) as a moderator. We hypothesized that relationship quality would buffer against negative feelings and decreased work engagement when employees await a response after sending important messages to their supervisors. Indeed, supervisor's inattentiveness was positively correlated with negative affect and negatively correlated with employee engagement. Surprisingly, we found that employees with strong relationship quality (high LMX) with their supervisors experienced lower work engagement while waiting for an indication that their message had been read. These results suggest that timely indications of message read by supervisors play an important role in mitigating negative emotions and fostering higher work engagement among employees.
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Affiliation(s)
| | - Tamar Icekson
- School of Behavioral Sciences, Peres Academic Center, Rehovot, Israel
- Department of Management, School of Education, Ben-Gurion University of the Negev, Beer-Sheva, Israel
| | | | - Yaron Sela
- The Research Center for Internet Psychology, Reichman University, Herzliya, Israel
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3
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Wang F, Zhang Z, Shi W. The Effect of Work-Leisure Facilitation on Employee Voice Behaviour: A Dual-Path Model From the Perspective of Resource Interaction. Psychol Rep 2023:332941231161797. [PMID: 36857072 DOI: 10.1177/00332941231161797] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [What about the content of this article? (0)] [Affiliation(s)] [Abstract] [Key Words] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 03/02/2023]
Abstract
With the enhancement of leisure consciousness, people pay increasing attention to leisure. When individuals perceive that the training, affect and skills obtained from work have a positive effect on their leisure, will they take the initiative to engage in actions that are beneficial for the development of the enterprise? Previous studies have not explored this. Therefore, in view of this shortcoming, this study explored the relationship between work-leisure facilitation (WLF) and employee voice behaviour based on resource conservation theory, as well as the dual mediation path role of work vigour and organizational identification in this relationship. In addition, this study explored the influence of leader-member exchange (LMX) on the dual mediation path. In this study, 110 employees were sampled for five consecutive working days, and a multilevel model was constructed for data analysis. The results showed that WLF was significantly positively correlated with employee voice behaviour and that both work vigour and organizational identification played significant mediating roles. LMX shows differences in the moderation of the dual mediation path. Specifically, LMX significantly moderated the indirect effect of WLF on voice behaviour through work vigour, but it did not moderate the relationship between WLF and organizational identification. This study not only reveals the relationship between WLF and voice behaviour but also make suggestions to management for improving employee voice behaviour.
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Affiliation(s)
- Feng Wang
- 12544Shanghai Normal University, Shanghai, China
| | - Zihui Zhang
- 12544Shanghai Normal University, Shanghai, China
| | - Wendian Shi
- 12544Shanghai Normal University, Shanghai, China
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4
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Hwang J, Shin K. Transformation of Task Conflict Into Relational Conflict and Burnout: Enhancing Effect of Leader's Discriminatory Effect. Psychol Rep 2023:332941231152389. [PMID: 36649712 DOI: 10.1177/00332941231152389] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [What about the content of this article? (0)] [Affiliation(s)] [Abstract] [Key Words] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 01/19/2023]
Abstract
Organizational conflict was proposed by dividing it into task conflict and relationship conflict. However, conflict is dynamic and therefor, the conflict transformation is recognized as an important topic in organizational conflict. In particular, task conflict can be easily transformed into relationship conflict due to emotional expression and misattribution in the process of conflict. In addition, task conflict can negatively affect employees' attitudes if it is transformed into relationship conflict even though task conflict can function properly. This transformation of conflict can become more active under certain conditions, and leaders play an important role in this transformation because leaders have an important influence on conflict management. Therefore, this study examined the effect of the transition from task conflict to relationship conflict on burnout and the moderating effect of leaders in the relationship between task and relationship conflict. To this end, surveying 721 employees in 15 departments, and multilevel mediation and moderation analysis were performed. As a result of analysis, employees' burnout increased when task conflict transformed into relationship conflict. In addition, greater the LMX differentiation of leader, greater the effect of task conflict on relationship conflict. Finally, theoretical and practical implications were discussed for leadership and conflict management.
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Affiliation(s)
- Jaesang Hwang
- Department of Psychology, 34919Ajou University, Suwon, Korea
| | - Kanghyun Shin
- Department of Psychology, 34919Ajou University, Suwon, Korea
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Zhang Y, Liu X, Zhang X. How responsible leadership shapes followers' low-carbon behavior: A dual-mediation model. Front Psychol 2023; 13:1086504. [PMID: 36698564 PMCID: PMC9869243 DOI: 10.3389/fpsyg.2022.1086504] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [What about the content of this article? (0)] [Affiliation(s)] [Abstract] [Key Words] [Track Full Text] [Figures] [Journal Information] [Subscribe] [Scholar Register] [Received: 11/01/2022] [Accepted: 12/16/2022] [Indexed: 01/12/2023] Open
Abstract
Introduction In recent years, environmental problems such as global warming, rising sea levels, and species extinction have provoked a widespread concern all over the world, and many countries and international organizations have called for a reduction in carbon emissions. Theoretically, although many scholars have explored how responsible leadership influences subordinates' work-related outcomes, little studies have examined the association between responsible leadership and employees' low-carbon behavior. Therefore, to address this literature gap, we here drawing upon social cognitive theory developed a dual-mediation model to investigate how responsible leadership impacts employees' low-carbon behavior, and through which mechanisms this impact may occur. Methods By conducting a questionnaire survey in a company in China, we collected the valid data from 411 samples. Then using SPSS 26.0 and Mplus 8.1, we tested our proposed theoretical model and hypotheses by analyzing these data. Results The empirical results showed that responsible leadership was positively related to employees' environmental consciousness, which can further increase their low-carbon behavior. At the same time, responsible leadership was negatively related to employees' environmental apathy, which can reduce their low-carbon behavior. And employees' environmental consciousness and environmental apathy played the mediating roles in the relationship between responsible leadership and employees' low-carbon behavior. Furthermore, we found that leader-member exchange (LMX) magnified the direct effect of responsible leadership on employees' environmental apathy and strengthened the indirect effect of responsible leadership on employees' low-carbon behavior via environmental apathy, but the moderating effect of LMX on another path was not significant. Discussion These findings suggest that despite encouraging leaders to show responsible behaviors, promoting employees' environmental consciousness and reducing their environmental apathy may be useful ways to facilitating their low-carbon behavior and achieving a low-carbon society. Moreover, establishing a high-quality of exchange relationship with followers may magnify the effectiveness of responsible leadership on lowering followers' environmental apathy.
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Affiliation(s)
- Yihua Zhang
- Graduate School of Education and Psychology, Pepperdine University, Los Angeles, CA, United States
| | - Xiyao Liu
- School of Business, Qingdao University, Qingdao, China
| | - Xiaoyan Zhang
- Business School, Beijing Technology and Business University, Beijing, China,*Correspondence: Xiaoyan Zhang, ✉
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An J, Di H, Yang Z, Yao M. Does My Humor Touch You? Effect of Leader Self-Deprecating Humour on Employee Silence: The Mediating Role of Leader-Member Exchange. Psychol Res Behav Manag 2023; 16:1677-1689. [PMID: 37169004 PMCID: PMC10166087 DOI: 10.2147/prbm.s411800] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [What about the content of this article? (0)] [Affiliation(s)] [Abstract] [Key Words] [Grants] [Track Full Text] [Download PDF] [Figures] [Journal Information] [Subscribe] [Scholar Register] [Received: 03/21/2023] [Accepted: 05/02/2023] [Indexed: 05/13/2023] Open
Abstract
Purpose Silence is a typical negative behaviour exhibited by employees when they are faced with tension and stress and is influenced by a number of factors. Leaders have an important influence on employees' emotions and behaviour, but the research is not yet clear enough. In this paper, we focus on the research frontier of self-deprecating humour of leaders, aiming to analyse its effect on employee silence and discuss the mechanism of the role of leader-member exchange (LMX) in it, based on social exchange theory. Methods We conducted a regression analysis and bootstrap test for mediating effects based on 2531 data from 151 financial institutions in mainland China. A simple random sampling was taken of the target population to ensure an unbiased sample. Using Harman's single-factor test to check the data for common method bias. Regression analysis and Bootstrap test were used to analyze the correlation between variables and mediating effect models. Findings (a) Leader self-deprecating humour significantly reduces employee silence and effectively improves the quality of LMX; (b) There is a significant negative relationship between LMX and employee silence; (c) LMX plays a mediating role in the process of self-deprecating humour influencing employee silence and this mediating effect is complete; (d) Affective exchange between leaders and employees appears to be an essential factor in reducing stress from leaders and reducing employee silence. Originality/Value We attempt to open the black box of the mechanism of action between leader self-deprecating humour and employee silence, enrich and expand the application of social exchange theory to negative employee behavior, and provide new theoretical knowledge and empirical evidence from developing countries. Practical Implications The results of the study indicated that self-deprecating humor of leaders can significantly inhibit employee silence through high levels of LMX. Moreover, the mediating role played by LMX was complete. Therefore, organizations should not only focus on the role of leadership humor, but also to achieve mutual respect and trust between leaders and subordinates, and an emotional exchange that goes beyond economic relationships.
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Affiliation(s)
- Jiaji An
- School of Finance, Jilin University of Finance and Economics, Changchun, People’s Republic of China
| | - He Di
- School of Business and Management, Jilin University, Changchun, People’s Republic of China
- Correspondence: He Di, School of Business and Management, Jilin University, 2699 Qianjin Ave, Changchun, 130012, People’s Republic of China, Email
| | - Zixuan Yang
- Shenzhen Finance Institute, School of Management and Economics, Chinese University of Hong Kong, Shenzhen, People’s Republic of China
| | - Meifang Yao
- School of Business and Management, Jilin University, Changchun, People’s Republic of China
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Asif M, Li M, Hussain A, Jameel A, Hu W. Impact of perceived supervisor support and leader-member exchange on employees' intention to leave in public sector museums: A parallel mediation approach. Front Psychol 2023; 14:1131896. [PMID: 36935955 PMCID: PMC10020624 DOI: 10.3389/fpsyg.2023.1131896] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [What about the content of this article? (0)] [Affiliation(s)] [Abstract] [Key Words] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Received: 12/26/2022] [Accepted: 02/13/2023] [Indexed: 03/06/2023] Open
Abstract
High staff turnover in certain public sector organizations in Pakistan is a challenging problem, and organizations strive to reduce this issue using different mechanisms. Therefore, this research investigates the parallel mediation impact of perceived organizational support (POS) and organizational citizenship behavior (OCB) on the relationships among perceived supervisor support (PSS), leader-member exchange (LMX), and employee's intention to leave (IL). Data were collected from 482 employees working in public sector museums in Pakistan in three waves. Structural equation modeling (SEM) with a two-step approach was used to evaluate the data. The research found that both POS and OCB mediate the negative relationship between PSS and IL and between LMX and IL in a parallel mediation mechanism. Public sector museums should focus on providing visible supervisory support and develop a healthy work environment where the exchange relationship between supervisors and subordinates strengthens to reduce the possibility of the employee's leave intentions.
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Affiliation(s)
- Muhammad Asif
- School of Management, Jiangsu University, Zhenjiang, China
| | - Mingxing Li
- School of Management, Jiangsu University, Zhenjiang, China
- *Correspondence: Mingxing Li,
| | - Abid Hussain
- School of Management, Jiangsu University, Zhenjiang, China
| | - Arif Jameel
- School of Management, Jiangsu University, Zhenjiang, China
| | - Weijun Hu
- School of Archaeology, Jilin University, Changchun, China
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Qi Q, Liu Y, Liu Z. Giving what they want: How congruence between expected feedback quality and delivered feedback quality influences leader-member exchange and job performance. Front Psychol 2023; 14:1115861. [PMID: 36874806 PMCID: PMC9974666 DOI: 10.3389/fpsyg.2023.1115861] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [What about the content of this article? (0)] [Affiliation(s)] [Abstract] [Key Words] [Track Full Text] [Figures] [Journal Information] [Subscribe] [Scholar Register] [Received: 12/04/2022] [Accepted: 01/27/2023] [Indexed: 02/17/2023] Open
Abstract
As an attempt to solve the mixed results between leader feedback quality and employee job performance, this study proposes that employees' expected feedback quality plays a key role in how employees react to leader feedback. Specifically, drawing on needs-supplies fit and social exchange theory, we posit that congruence between expected feedback quality and delivered feedback quality positively relates to employee task performance and organizational citizenship behavior (OCB) through leader-member exchange (LMX). Further, we posit that learning goal orientation may strengthen the positive effect of congruence between expected feedback quality and delivered feedback quality on LMX. Multi-wave data collected from 226 employees from China showed that congruence between expected feedback quality and delivered feedback quality improves LMX and in turn benefits task performance and OCB. Moreover, learning goal orientation intensifies the indirect effect of congruence between expected feedback quality and delivered feedback quality on task performance and OCB through LMX. The theoretical and practical implications of these findings are discussed.
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Affiliation(s)
- Qi Qi
- Digital Management and Behavioral Decision Art Laboratory, Shandong University of Finance and Economics, Jinan, China
| | - Yanyan Liu
- Business School, Nankai University, Tianjin, China
| | - Zhaoyan Liu
- Business School, Nankai University, Tianjin, China
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9
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Xie LL, Jiang W, Niyomsilp E, Jing J, Feng L, Wen Y, Wang L, Zheng R. Effect of role overload on missed nursing care in China: The role of work addiction and leader-member exchange. Nurs Open 2022; 10:3153-3163. [PMID: 36564925 PMCID: PMC10077371 DOI: 10.1002/nop2.1565] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [What about the content of this article? (0)] [Affiliation(s)] [Abstract] [Key Words] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Received: 07/18/2022] [Revised: 11/12/2022] [Accepted: 12/10/2022] [Indexed: 12/25/2022] Open
Abstract
AIM The aim was to examine the effect of role overload, work addiction and leader-member exchange on missed nursing care. DESIGN A cross-sectional study. METHODS Chinese registered nurses from five Sichuan province public hospitals were studied from March 2022-May 2022. The measurements were derived from a questionnaire on role overload, work addiction, missed nursing care, leader-member exchange and a sociodemographic datasheet. Descriptive statistics and inferential statistics were conducted (N = 403). RESULTS Role overload was associated with missed nursing care, and work addiction played a mediation role. Leader-member exchange negatively predicted work addiction and played a moderating role between role overload and work addiction. The effect of role overload on work addiction was attenuated when the level of leader-member exchange was higher. Promoting leader-member exchange could mitigate how role overload undermines missed nursing care.
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Affiliation(s)
- Lin-Li Xie
- University of Electronic Science and Technology of China, Sichuan Provincial People's Hospital, Chengdu, China.,School of Medicine, University of Electronic Science and Technology of China, Chengdu, China
| | - Wenchun Jiang
- Department of Nursing, University of Electronic Science and Technology of China, Sichuan Provincial People's Hospital, Chengdu, China
| | - Eksiri Niyomsilp
- School of Management, Shinawatra University, Pathumthani, Thailand
| | - Jie Jing
- School of Medicine, University of Electronic Science and Technology of China, Chengdu, China.,Department of Nursing, University of Electronic Science and Technology of China, Sichuan Provincial People's Hospital, Chengdu, China.,School of Management, Shinawatra University, Pathumthani, Thailand
| | - Lu Feng
- University of Electronic Science and Technology of China, Sichuan Provincial People's Hospital, Chengdu, China.,School of Medicine, University of Electronic Science and Technology of China, Chengdu, China
| | - Yilin Wen
- Shehong Municipal Hospital of Traditional Chinese Medicine, Shehong, China
| | - Li Wang
- The Second People's Hospital of Panzhihua, Panzhihua, China
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10
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Horoub I, Zargar P. Empowering leadership and job satisfaction of academic staff in Palestinian universities: Implications of leader-member exchange and trust in leader. Front Psychol 2022; 13:1065545. [PMID: 36619068 PMCID: PMC9812660 DOI: 10.3389/fpsyg.2022.1065545] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [What about the content of this article? (0)] [Affiliation(s)] [Abstract] [Key Words] [Track Full Text] [Figures] [Journal Information] [Subscribe] [Scholar Register] [Received: 10/09/2022] [Accepted: 11/30/2022] [Indexed: 12/24/2022] Open
Abstract
Introduction In the aftermath of global pandemic of COVID-19, many sectors faced severe challenges to maintain security, health (psychological, and physical), and steer through the crisis by sup-porting the society. Methods Through a quantitative approach a total of 250 surveys were distributed after a pilot test. Specifically, this research gathers data from 178 (71.2% response rate) university teachers from different universities across Palestine via surveys that address the role of empowering leaders on job satisfaction among teachers. The proposed model of the re-search was analyzed using Smart-PLS and PLS-SEM technique. Discussion and Results The academic sector was disrupted and faced extreme changes during the pandemic, rendering teachers vulnerable and thus, role of leaders more crucial. Building on job demand-resources model, and social exchange theory, the current study examines the moderating effect of leader-member exchange (LMX) for increasing job satisfaction that can lead to enhanced overall wellbeing in the academic setting. Additionally, the mediating role of trust in leader is focused as a vital psychological element. While the results show a significantly positive effect on job satisfaction in the presence of empowering leaders, the moderating role of LMX alongside mediating impact of trust are observed. This implies that empowering leaders are highly influential in enhancing workplace for university teachers in the post-pandemic era.
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Affiliation(s)
- Ibrahim Horoub
- Department of Communication, Girne American University, Kyrenia, Cyprus,Department of Business, Girne American University, Kyrenia, Cyprus
| | - Pouya Zargar
- Department of Communication, Girne American University, Kyrenia, Cyprus,Department of Business, Girne American University, Kyrenia, Cyprus,*Correspondence: Pouya Zargar,
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Ye Z, Shang X, Shafait Z, Xu Y. Impact of Leading by Example on Employees' Organizational and Job Psychological Ownership: A Moderated Mediation Study. Front Psychol 2022; 13:888653. [PMID: 35874387 PMCID: PMC9298667 DOI: 10.3389/fpsyg.2022.888653] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [What about the content of this article? (0)] [Affiliation(s)] [Abstract] [Key Words] [Track Full Text] [Download PDF] [Figures] [Journal Information] [Subscribe] [Scholar Register] [Received: 03/03/2022] [Accepted: 05/09/2022] [Indexed: 11/26/2022] Open
Abstract
This article studies the influence of leading by example on organizational psychological ownership and job psychological ownership. This article further introduces the mediating mechanism of organizational identification and the regulating mechanism of Leader-member Exchange (LMX). This study investigated 312 personnel from eight property management enterprises in East, Northwest, Northeast, and central China. This study adopts a quantitative research method, using survey data of project managers, team leaders, and managers of Property management projects in China. The data were collected by questionnaire survey. In terms of data analysis, AMOS 21.0 software was used to conduct structural equation modeling (SEM) using the maximum likelihood method to test direct and indirect effects. SPSS 25.0 software was used to test the moderating effect by multilevel regression analysis with the maximum variance method. Use these two methods to analyze the whole theoretical framework. The results established all assumed relationships. In this article, leading by example, one of the important dimensions of empowering leadership is studied as a new leadership style, and the predictive effect of leading by example on organizational psychological ownership and job psychological ownership is verified. This finding further verifies the influence mechanism and boundary conditions of empowering leadership in different dimensions. It is found that organizational identification has different mediating effects on leading by example and organizational psychological ownership and job psychological ownership. The moderating effect of LMX also further indicates that under the influence of Confucian pan-family culture, the leader's exemplary behavior with higher authority has a stronger influence on employees' organizational identification, organizational psychological ownership, and job psychological ownership. Their relationship is deeply influenced by the culture of China's unique organizational Circle Culture.
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Affiliation(s)
- ZhiXiao Ye
- Department of Property Management, School of Management, Zhejiang Shuren University, Hangzhou, China
| | - Xianfa Shang
- School of Economics and Management, Lanzhou University of Arts and Sciences, Lanzhou, China
| | - Zahid Shafait
- School of Management, Northwestern Polytechnical University, Xi'an, China
| | - Youli Xu
- Department of Property Management, School of Management, Zhejiang Shuren University, Hangzhou, China
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12
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Li L, Zheng X, Sun S. From Deep-Level Similarity to Subordinate Moqi: The Mediating Role of Leader-Member Exchange. Front Psychol 2022; 13:879284. [PMID: 35645907 PMCID: PMC9130834 DOI: 10.3389/fpsyg.2022.879284] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [What about the content of this article? (0)] [Affiliation(s)] [Abstract] [Key Words] [Track Full Text] [Download PDF] [Figures] [Journal Information] [Subscribe] [Scholar Register] [Received: 02/19/2022] [Accepted: 04/25/2022] [Indexed: 11/13/2022] Open
Abstract
Fostering subordinate moqi is a significant method to improve the cooperating quality and promote positive outcomes. However, little is known about the influencing factors and mechanisms of subordinate moqi. To address this issue and explore the influencing factors of subordinate moqi, we draw on self-categorization theory to develop a mediation model to examine whether and how deep-level similarity affects subordinate moqi, casting the leader-member exchange (LMX) as a mediator. A two-wave online survey was conducted and 316 data was collected. A Structure Equation Modeling analysis was used to test all hypotheses with Mplus 7. Results showed that the deep-level similarity could positively predict subordinate moqi and LMX, respectively. Additionally, LMX was a significant predictor of subordinate moqi as well as it mediated the positive relationships between deep-level similarity and subordinate moqi. These findings expand our understanding of the antecedents of subordinate moqi. It is suggested that developing subordinates' deep-level similarity with supervisors and LMX relationships are instrumental in cultivating subordinate moqi which promote positive outcomes. Organizations should integrate effective management programs into managerial strategies to enhance deep-level similarity and LMX, in turn, fosters subordinate moqi.
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Affiliation(s)
- Lan Li
- Shanghai Business School, Shanghai, China
| | - Xingshan Zheng
- Organization Management Department, Antai College of Economics & Management, Shanghai Jiao Tong University, Shanghai, China
| | - Siwei Sun
- Department of Management and International Business, Business School, The University of Auckland, Auckland, New Zealand
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13
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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] [What about the content of this article? (0)] [Affiliation(s)] [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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14
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Abstract
Drawing on the conservation of resources theory (COR), we examined the effect of leader-member exchange (LMX) on the voice behavior via role breadth self-efficacy, and how the perceived overqualification moderates the relationship between LMX and voice behavior. We tested the theoretical model with data gathered from 407 individuals in China. The results revealed that LMX had an indirect effect on voice behavior through role breadth self-efficacy, and perceived overqualification moderated the positive association between LMX and role breadth self-efficacy. In addition, the mediating effect of LMX on voice behavior through role breadth self-efficacy was stronger when the level of perceived overqualification was low and weaker when it was high. The findings have theoretical and practical implications for increasing employees’ voice behavior in organizations.
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Affiliation(s)
- Xiaoyu Wu
- Department of Business Administration, Business School, Beijing Technology and Business University, Beijing, China
| | - Fang Ma
- Department of Business Administration, Business School, Beijing Technology and Business University, Beijing, China
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15
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Wang Z, Hangeldiyeva M, Ali A, Guo M. Effect of Enterprise Social Media on Employee Creativity: Social Exchange Theory Perspective. Front Psychol 2022; 12:812490. [PMID: 35126262 PMCID: PMC8814419 DOI: 10.3389/fpsyg.2021.812490] [Citation(s) in RCA: 1] [Impact Index Per Article: 0.5] [Reference Citation Analysis] [What about the content of this article? (0)] [Affiliation(s)] [Abstract] [Key Words] [Track Full Text] [Download PDF] [Figures] [Journal Information] [Subscribe] [Scholar Register] [Received: 11/10/2021] [Accepted: 12/20/2021] [Indexed: 11/13/2022] Open
Abstract
This study applied an artifact-centric view to investigate the consequences of enterprise social media usage. It investigates how enterprise social media usage influences employee creativity. A moderated mediation model is developed based on social exchange theory. The empirical sample of 238 employees is used to test the proposed model. Results of the empirical analysis performed using PROCESS macro of SPSS indicate that enterprise social media usage positively impacts employee creativity via the mediating mechanisms (i.e., leader-member exchange and support for innovation). Furthermore, social media usage frequency negatively moderates this impact of enterprise social media usage on employee creativity via leader-member exchange. Interestingly, the empirical analysis reveals that the impact of enterprise social media usage frequency strengthens the indirect effect that enterprise social media usage has on employee creativity via perceived support for innovation.
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Affiliation(s)
- Zhiwei Wang
- Department of Economics and Management, Nanjing Agricultural University, Nanjing, China.,College of Liberal Arts, Technological University of the Philippines, Manila, Philippines
| | - Mahri Hangeldiyeva
- School of Economics and Management, Zhejiang Sci-Tech University, Hangzhou, China
| | - Asad Ali
- Department of Electrical Engineering, Foundation University, Islamabad, Pakistan
| | - Mengmeng Guo
- College of Literature and Journalism, Sichuan University, Chengdu, China
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16
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Huang B, Ma L, Xia W. The Mixed Effect of Role Overload on Extra-Role Performance: The Mediation Role of Behavioral Inhibition System/Behavioral Activation System Responses. Front Psychol 2021; 12:748732. [PMID: 34916994 PMCID: PMC8669351 DOI: 10.3389/fpsyg.2021.748732] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [What about the content of this article? (0)] [Affiliation(s)] [Abstract] [Key Words] [Track Full Text] [Download PDF] [Figures] [Journal Information] [Subscribe] [Scholar Register] [Received: 09/07/2021] [Accepted: 11/01/2021] [Indexed: 11/13/2022] Open
Abstract
The findings of existing studies of how role overload affects employees’ performance in organizations have been mixed and controversial. We draw on the hindrance–challenge framework to suggest that role overload contains both hindrance and challenge stressor components. We integrate this theory with the behavioral inhibition and behavioral activation systems (BIS and BAS) perspective to develop hypotheses about the effects of role overload on employees’ extra-role performance (voice). We suggest that although role overload is positively associated with withdrawal (a prototypical response of the BIS system) and ultimately negatively influences extra-role performance, it can also trigger job crafting (a prototypical response of the BAS system) and is, consequently, positively associated with extra-role performance. We further posit that the strength of these indirect effects is moderated by the quality of leader–member exchange (LMX). To support these hypotheses, we conducted a time-lagged study of 450 full-time pre-school teachers from various Chinese kindergartens. As hypothesized, we found that withdrawal and job crafting mediated the relationship between role overload and extra-role performance. Further, LMX strengthens the positive relationship between role overload and job crafting. Taken together, our results suggest that role overload can be a mixed stressor that activates both negative and positive behaviors, thus ultimately having an impact on extra-role performance.
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Affiliation(s)
- Bo Huang
- School of Labor and Human Resources, Renmin University of China, Beijing, China
| | - Lina Ma
- School of Education Science, Sichuan Normal University, Chengdu, China
| | - Wei Xia
- School of Preschool and Elementary Education, China West Normal University, Nanchong, China
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17
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Chen Q, Yang S, Li M, He J, Lu L. Effects of Leader-Follower Extraversion Congruence and Sectoral Difference on Leader-Member Exchange: A Cross-Sectional Study. Psychol Res Behav Manag 2021; 14:1833-1846. [PMID: 34785961 PMCID: PMC8582006 DOI: 10.2147/prbm.s327759] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [What about the content of this article? (0)] [Affiliation(s)] [Abstract] [Key Words] [Track Full Text] [Download PDF] [Figures] [Journal Information] [Subscribe] [Scholar Register] [Received: 07/03/2021] [Accepted: 10/01/2021] [Indexed: 11/23/2022] Open
Abstract
Purpose Drawing upon self-categorization theory and the comparative literature on public and private sectors, the purpose of this study is to examine whether leader-follower extraversion congruence is positively related to leader-member exchange (LMX) and whether congruence at high levels of extraversion results in higher LMX than congruence at low levels. Furthermore, the study aims to investigate the moderating role of sectoral difference in the relationship between extraversion fit and LMX. Methods Participants were 320 leader-follower dyads (53 leaders and 320 followers) from various public and private sectors in the Chinese cultural context. The extraversion part of the Revised NEO Personality Inventory (NEO-PI-R) and leader-member exchange multidimensional measure (LMX-MDM) were used to measure extraversion and LMX, respectively. Hypotheses were tested using cross-level moderated polynomial regression and response surface analysis. Results Leader-follower extraversion congruence was not significantly associated with LMX, and there was no significant difference in LMX between congruence at high levels of extraversion and congruence at low levels. However, sectoral difference moderated the relationship between extraversion fit and LMX. Specifically, in the public sector, leader-follower extraversion congruence was positively related to LMX, and LMX was higher when leader and follower extraversion were both at a high level compared to when they were at a low level. In the private sector, this fit effect vanished. Practical Implications The results suggest that, in the public sector, when organizations deal with the deployment of staff, taking leader-follower extraversion fit into account may mitigate possible later relationship conflicts. However, in the private sector, by not emphasizing extraversion fit, organizations can focus resources on more crucial factors. Originality/Value By considering sectoral difference as the boundary condition of leader-follower extraversion fit, this study extends the comparative literature on public and private sectors and supports self-categorization theory.
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Affiliation(s)
- Qishan Chen
- Key Laboratory of Brain, Cognition and Education Sciences, Ministry of Education, Guangzhou, People's Republic of China.,School of Psychology, Center for Studies of Psychological Application, and Guangdong Key Laboratory of Mental Health and Cognitive Science, South China Normal University, Guangzhou, People's Republic of China
| | - Shuting Yang
- Beijing Key Laboratory of Applied Experimental Psychology, National Demonstration Center for Experimental Psychology Education (Beijing Normal University), Faculty of Psychology, Beijing Normal University, Beijing, People's Republic of China
| | - Miaosi Li
- Beijing Key Laboratory of Applied Experimental Psychology, National Demonstration Center for Experimental Psychology Education (Beijing Normal University), Faculty of Psychology, Beijing Normal University, Beijing, People's Republic of China
| | - Jingyi He
- Key Laboratory of Brain, Cognition and Education Sciences, Ministry of Education, Guangzhou, People's Republic of China.,School of Psychology, Center for Studies of Psychological Application, and Guangdong Key Laboratory of Mental Health and Cognitive Science, South China Normal University, Guangzhou, People's Republic of China
| | - Liuying Lu
- Key Laboratory of Brain, Cognition and Education Sciences, Ministry of Education, Guangzhou, People's Republic of China.,School of Psychology, Center for Studies of Psychological Application, and Guangdong Key Laboratory of Mental Health and Cognitive Science, South China Normal University, Guangzhou, People's Republic of China
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18
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Dust S, Wang P, Rode J, Wu Z, Wu X. The effect of leader and follower extraversion on leader-member exchange: An interpersonal perspective incorporating power distance orientation. J Soc Psychol 2021; 161:714-730. [PMID: 33325339 DOI: 10.1080/00224545.2020.1848774] [Citation(s) in RCA: 4] [Impact Index Per Article: 1.3] [Reference Citation Analysis] [What about the content of this article? (0)] [Affiliation(s)] [Abstract] [Key Words] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 10/22/2022]
Abstract
Organizational research commonly proposes that leader and/or follower extraversion will be positively related to leader-member exchange (LMX). The assumption is that being social translates into high-quality relationships. We move beyond this intrapersonal hypothesis and offer an interpersonal hypothesis. Following similarity-attraction theory, we suggest that leader-follower extraversion similarity positively relates to LMX. We also suggest that this relationship depends on follower perspectives regarding appropriate relationship power dynamics. Polynomial regression and moderated polynomial regression analysis using 374 leader-follower dyads found that the relationship between leader-follower extraversion similarity and LMX is significant for followers high in power distance orientation (PDO), but not for followers low in PDO. We also found that low PDO enhances the effect of follower extraversion on LMX, and that for high PDO followers, LMX was highest when leader-follower similarity occurred at extreme levels along the extraversion-introversion continuum compared to similarity at moderate levels (i.e., ambiverts).
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19
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Ali H, Mahmood A, Ahmad A, Ikram A. Humor of the Leader: A Source of Creativity of Employees Through Psychological Empowerment or Unethical Behavior Through Perceived Power? The Role of Self-Deprecating Behavior. Front Psychol 2021; 12:635300. [PMID: 34539478 PMCID: PMC8448253 DOI: 10.3389/fpsyg.2021.635300] [Citation(s) in RCA: 3] [Impact Index Per Article: 1.0] [Reference Citation Analysis] [What about the content of this article? (0)] [Affiliation(s)] [Abstract] [Key Words] [Track Full Text] [Download PDF] [Figures] [Journal Information] [Subscribe] [Scholar Register] [Received: 11/30/2020] [Accepted: 07/28/2021] [Indexed: 12/02/2022] Open
Abstract
Although we use humor in our daily communication, there still needs to cognize its effects on the attitudes and behavior of the employees. Based on benign violation theory (BVT), the study proposes that leader's humor (LH) conveys social information about counter norms. The BVT has been amalgamated with social information processing theory (SIPT) to develop hypotheses assuming the consequences of LH on the attitude and behavior of the employees. This study hypothesizes that even though LH is linked positively with employee creativity via leader-member exchange and psychological empowerment in sequence (blessing path), it may also send information to the employees about the acceptability of norm violation. This perception ultimately leads to power perception and, causes unethical behavior in the series (curse path). Moreover, this study also postulates that leader's self-deprecating humor (LSDH) moderates these indirect effects by enhancing the blessing and reducing the curse, which emerged from LH. Quantitative data of 630 software engineers from software houses based in Pakistan provided support to test the hypotheses. The results demonstrate that LH is a double-edge sword that enhances blessing (creativity) as well as curse (employee unethical behavior), whereas LSDH augments the blessing and throttles back the curse. Theoretical and managerial implications have also been discussed.
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Affiliation(s)
- Hassan Ali
- Institute of Business and Management, University of Engineering and Technology, Lahore, Pakistan
| | - Asif Mahmood
- Department of Business Studies, Namal Institute, Mianwali, Pakistan
| | - Ayyaz Ahmad
- Institute of Quality and Technology Management, University of the Punjab, Lahore, Pakistan
| | - Amir Ikram
- Institute of Business and Management, University of Engineering and Technology, Lahore, Pakistan
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20
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Rehman N, Mahmood A, Ibtasam M, Murtaza SA, Iqbal N, Molnár E. The Psychology of Resistance to Change: The Antidotal Effect of Organizational Justice, Support and Leader-Member Exchange. Front Psychol 2021; 12:678952. [PMID: 34408700 PMCID: PMC8365138 DOI: 10.3389/fpsyg.2021.678952] [Citation(s) in RCA: 5] [Impact Index Per Article: 1.7] [Reference Citation Analysis] [What about the content of this article? (0)] [Affiliation(s)] [Abstract] [Key Words] [Track Full Text] [Download PDF] [Figures] [Journal Information] [Subscribe] [Scholar Register] [Received: 03/10/2021] [Accepted: 07/06/2021] [Indexed: 11/13/2022] Open
Abstract
In today’s business environment, the survival and sustenance of any organization depend upon its ability to introduce a successful change. However, in implementing a change, one of the biggest problems an organization faces is resistance from its employees. The current paper addresses this problem by examining the role of organizational justice dimensions in coping with the resistance to change through the intervening role of perceived organizational support (POS), leader-member exchange (LMX), and readiness for change (RFC) in a sequential framework. Data of 372 employees have been collected from the banking industry of Pakistan. The results obtained through the Partial Least Squares- Structural Equation Modeling (PLS-SEM) approach using SmartPLS suggest that distributive justice, procedural justice, and interactional justice play a critical role in lowering the resistance to change through POS, LMX, and RFC, contributing significantly to the theory and practice. Furthermore, this study also discusses recommendations for future research and limitations associated with this research work.
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Affiliation(s)
- Nabeel Rehman
- School of Accountancy & Finance, The University of Lahore, Lahore, Pakistan
| | - Asif Mahmood
- Department of Business Studies, Namal Institute, Mianwali, Pakistan
| | - Muhammad Ibtasam
- Institute of Business & Management, University of Engineering and Technology, Lahore, Pakistan
| | - Shah Ali Murtaza
- Institute of Management and Organizational Sciences, University of Debrecen, Debrecen, Hungary
| | - Naveed Iqbal
- Department of Business Administration, University of the Punjab, Lahore, Pakistan
| | - Edina Molnár
- Institute of Management and Organizational Sciences, University of Debrecen, Debrecen, Hungary
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21
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Zhang N, Liu S, Pan B, Guo M. Paternalistic Leadership and Safety Participation of High-Speed Railway Drivers in China: The Mediating Role of Leader-Member Exchange. Front Psychol 2021; 12:591670. [PMID: 34408689 PMCID: PMC8366769 DOI: 10.3389/fpsyg.2021.591670] [Citation(s) in RCA: 1] [Impact Index Per Article: 0.3] [Reference Citation Analysis] [What about the content of this article? (0)] [Affiliation(s)] [Abstract] [Key Words] [Track Full Text] [Download PDF] [Figures] [Journal Information] [Subscribe] [Scholar Register] [Received: 08/05/2020] [Accepted: 05/20/2021] [Indexed: 12/03/2022] Open
Abstract
This research aimed to examine the effects of paternalistic leadership on the safety participation of high-speed railway drivers. Survey data were collected from 601 drivers in major Chinese rail companies. Structural equation modeling was conducted to analyze the influence of paternalistic leadership on safety participation via leader–member exchange (LMX). The results indicated that moral leadership directly promotes safety participation. Besides, benevolent leadership was positively associated with safety participation. Also, LMX partially mediates the positive relationship between benevolent leadership, moral leadership, and safety participation. Therefore, paternalistic leadership promotes the safety participation of high-speed railway drivers.
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Affiliation(s)
- Na Zhang
- School of Economics and Management, Beijing Jiaotong University, Beijing, China
| | - Shuzhen Liu
- Management College, Beijing Union University, Beijing, China
| | - Bowen Pan
- School of Finance, Central University of Finance and Economics, Beijing, China
| | - Ming Guo
- School of Economics and Management, Beijing Jiaotong University, Beijing, China
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22
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Zhu Y, Zhang L, Guo Y. 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. Front Psychol 2021; 12:618834. [PMID: 34366952 PMCID: PMC8342810 DOI: 10.3389/fpsyg.2021.618834] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [What about the content of this article? (0)] [Affiliation(s)] [Abstract] [Key Words] [Track Full Text] [Download PDF] [Figures] [Journal Information] [Subscribe] [Scholar Register] [Received: 10/18/2020] [Accepted: 05/31/2021] [Indexed: 11/15/2022] Open
Abstract
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.
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Affiliation(s)
- Yanting Zhu
- School of Labor and Human Resources, Renmin University of China, Beijing, China
| | - Lihua Zhang
- School of Labor and Human Resources, Renmin University of China, Beijing, China
| | - Yungui Guo
- School of Business, Hunan University of Science and Technology, Xiangtan, China
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23
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Irshad M, Bartels J, Majeed M, Bashir S. When breaking the rule becomes necessary: The impact of leader-member exchange quality on nurses pro-social rule-breaking. Nurs Open 2021; 9:2289-2303. [PMID: 34255937 PMCID: PMC9374417 DOI: 10.1002/nop2.979] [Citation(s) in RCA: 4] [Impact Index Per Article: 1.3] [Reference Citation Analysis] [What about the content of this article? (0)] [Affiliation(s)] [Abstract] [Key Words] [Track Full Text] [Download PDF] [Figures] [Journal Information] [Subscribe] [Scholar Register] [Received: 09/25/2020] [Revised: 05/10/2021] [Accepted: 06/02/2021] [Indexed: 12/22/2022] Open
Abstract
Aim Despite the literature on nursing leadership, the research on the quality of exchange relationship between nursing leaders and nurses is in its initial stages. Also, the underlying mechanism that exists between leader–member exchange and employee outcomes warrants further inquiry. This study aimed to fill these gaps by investigating the role of leader–member exchange relationships and organizational identification in nurses' intentional violation of hospital regulations to promote their patients' welfare, also called pro‐social rule‐breaking. In contrast to a vast number of previous studies, we argue that pro‐social rule‐breaking can be positive for organizations. Therefore, nurses should be given margin and autonomy to break hospital rules when needed by establishing a high‐quality exchange relationship with the supervisor. Design A quantitative study was conducted on nurses working in hospitals in Pakistan by utilizing a non‐probability convenience sampling technique. Method Data from nurses and their colleagues (n = 224) were collected at three‐time points between June 2019 and August 2019 through questionnaires. Results The results proved that nurses' possessing a high‐quality exchange relationship with their supervisor feels a higher level of identification with their organization. In turn, they are more likely to engage in pro‐social rule‐breaking as a form of constructive deviance.
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Affiliation(s)
- Muhammad Irshad
- Department of Management Sciences, National University of Modern Languages, Islamabad, Pakistan
| | - Jos Bartels
- Department of Communication Studies, School of Communication, Hong Kong Baptist University, Kowloon Tsai, Hong Kong, China
| | - Mehwish Majeed
- Faculty of Management Sciences, International Islamic University, Islamabad, Pakistan
| | - Sajid Bashir
- Department of Management Sciences, Namal Institute, Mianwali, Pakistan
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24
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Shkoler O, Tziner A, Vasiliu C, Ghinea CN. A Moderated-Mediation Analysis of Organizational Justice and Leader-Member Exchange: Cross-Validation With Three Sub-samples. Front Psychol 2021; 12:616476. [PMID: 34248733 PMCID: PMC8267068 DOI: 10.3389/fpsyg.2021.616476] [Citation(s) in RCA: 3] [Impact Index Per Article: 1.0] [Reference Citation Analysis] [What about the content of this article? (0)] [Affiliation(s)] [Abstract] [Key Words] [Track Full Text] [Download PDF] [Figures] [Journal Information] [Subscribe] [Scholar Register] [Received: 10/12/2020] [Accepted: 05/24/2021] [Indexed: 12/02/2022] Open
Abstract
In an increasingly competitive work world, managers-whose links with subordinates, and their perceptions thereof, are critical components in that relationship-need to monitor employees' mindsets to facilitate their productivity. Our paper investigates organizational justice perceptions as an antecedent to two important outcomes: organizational citizenship behaviors and counterproductive work behaviors. The moderating effect of leader-member exchange and the mediating effect of work motivation were incorporated into a parsimonious moderated-mediation model designed to assist managers in achieving the stated objective. The model was tested on 3,293 Romanian workers, randomly divided into sub-samples of 1,098, 1,098, and 1,097 participants. Indicating high data consistency and credibility for the most part, in each sub-group, all the variables associated as predicted, with the notable exception of LMX. Implications, limitations, and suggestions for future research are discussed, with emphasis on the investigation's cultural context.
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Affiliation(s)
| | - Aharon Tziner
- Schools of Business Admin, Organizational Development and Counseling, Peres Academic Center, Rehovot, Israel
- School of Business Administration, Netanya Academic College, Netanya, Israel
| | - Cristinel Vasiliu
- Faculty of Commerce and Tourism, Bucharest Academy of Economic Studies, Bucharest, Romania
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25
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Fodor OC, Curşeu PL, Meslec N. In Leaders We Trust, or Should We? Supervisors' Dark Triad Personality Traits and Ratings of Team Performance and Innovation. Front Psychol 2021; 12:650172. [PMID: 34194361 PMCID: PMC8236614 DOI: 10.3389/fpsyg.2021.650172] [Citation(s) in RCA: 2] [Impact Index Per Article: 0.7] [Reference Citation Analysis] [What about the content of this article? (0)] [Affiliation(s)] [Abstract] [Key Words] [Track Full Text] [Download PDF] [Figures] [Journal Information] [Subscribe] [Scholar Register] [Received: 01/06/2021] [Accepted: 05/17/2021] [Indexed: 11/13/2022] Open
Abstract
Our study tests in a sample of 87 organizational groups (297 employees and 87 supervisors) the mediating role of leader-member exchange (LMX) and collective narcissism in the relationship between supervisors’ dark triad (SDT) personality traits and ratings of team outcomes made by supervisors and team members. We show that LMX mediates the association between SDT and team performance and innovation as rated by team members, while collective narcissism mediates the association between SDT and supervisory ratings of team innovation and team performance. Moreover, collective narcissism also mediates the association between SDT and team innovation as rated by team members. Results show that team-level performance appraisal is influenced by supervisory attributes and that the quality of relational exchanges and collective narcissism are plausible mechanisms explaining this association. The use of supervisory ratings of team outcomes in empirical research should also account for the supervisory attributes.
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Affiliation(s)
- Oana C Fodor
- Department of Psychology, "Babeş-Bolyai" University, Cluj-Napoca, Romania
| | - Petru L Curşeu
- Department of Psychology, "Babeş-Bolyai" University, Cluj-Napoca, Romania.,Department of Organization, Open University of the Netherlands, Heerlen, Netherlands
| | - Nicoleta Meslec
- Department of Organization Studies, Tilburg University, Tilburg, Netherlands
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26
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Sun H, Guo H, Wang K, Sun L, Wang L. Upward Ingratiation Outside the Workplace and Supervisor's Human Resource Decisions: Moderating Effect of Zhongyong Thinking. Front Psychol 2021; 12:636756. [PMID: 34122229 PMCID: PMC8187586 DOI: 10.3389/fpsyg.2021.636756] [Citation(s) in RCA: 1] [Impact Index Per Article: 0.3] [Reference Citation Analysis] [What about the content of this article? (0)] [Affiliation(s)] [Abstract] [Key Words] [Track Full Text] [Download PDF] [Figures] [Journal Information] [Subscribe] [Scholar Register] [Received: 12/02/2020] [Accepted: 04/21/2021] [Indexed: 11/13/2022] Open
Abstract
Ingratiation is a common strategy for subordinates to deal with their supervisors in eastern and western societies. Based on the theory of impression management, this study focuses on the impact of upward ingratiation outside the workplace on supervisor's human resource (HR) decisions in the Chinese context and the mechanism behind this impact. The data were collected from 252 supervisor-subordinate dyads in four manufacturing firms. The results demonstrate the following: first, supervisors hold a more favorable view of upward ingratiation outside the workplace; second, upward ingratiation outside the workplace has a positive effect on the supervisor's chance of promotion and bonus allocation decisions, and leader-member exchange (LMX) plays a mediation role in this influence; third, Zhongyong thinking (ZYT) moderates the relationship between LMX and supervisor's chance of promotion and bonus allocation decisions; and finally, ZYT moderates the indirect effect of ingratiation behavior outside the workplace on supervisor's chance of promotion and bonus allocation decisions through LMX, and the mediated relationship is weakened when a supervisor has a higher level of ZYT. This is one of the first empirical studies, which examines the validity of subordinate's upward ingratiation outside the workplace from the perspective of supervisor's ZYT. This study plays an important role in highlighting the effect of ZYT on the ingratiation behavior.
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Affiliation(s)
- Hui Sun
- School of Economics and Management, China University of Mining and Technology, Xuzhou, China.,School of Business, Jiangsu Ocean University, Lianyungang, China
| | - Haibing Guo
- School of Science, Jiangsu Ocean University, Lianyungang, China
| | - Kai Wang
- School of Business, Jiangsu Ocean University, Lianyungang, China
| | - Ling Sun
- School of Environmental Engineering, Xuzhou Institute of Technology, Xuzhou, China
| | - Lu Wang
- School of Business, Jiangsu Ocean University, Lianyungang, China
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27
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Kim CY. Psychological Well-Being, Knowledge Management Behavior and Performance: The Moderating Role of Leader-Member Exchange. Front Psychol 2021; 12:566516. [PMID: 34045987 PMCID: PMC8148012 DOI: 10.3389/fpsyg.2021.566516] [Citation(s) in RCA: 2] [Impact Index Per Article: 0.7] [Reference Citation Analysis] [What about the content of this article? (0)] [Affiliation(s)] [Abstract] [Key Words] [Track Full Text] [Download PDF] [Journal Information] [Subscribe] [Scholar Register] [Received: 05/28/2020] [Accepted: 04/09/2021] [Indexed: 11/13/2022] Open
Abstract
Knowledge is considered an essential resource and key to competitiveness. The behavior of sharing knowledge is an essential activity for the prosperity of the organization. For individuals, however, sharing knowledge can present a dilemma by giving up the exclusive right to certain knowledge that they own. This study identifies the psychological well-being as a leading factor in facilitating knowledge-sharing in dilemma situations. The author classified knowledge management behavior into sharing, hiding, and manipulating behavior, and studied them as mediators linking psychological well-being and performance. And to check the influence of the quality of the exchange relationship, leader-member exchange was used as a moderator. For the empirical analysis, 333 members from 12 organizations were surveyed by using different sources and times. Hierarchical regression analysis and bootstrapping analysis were conducted for verification of hypothesis. Results demonstrated that the psychological well-being influence directly on knowledge-sharing, -hiding, and -manipulating behaviors and indirectly on performance. In the multi-mediation test, only knowledge-sharing behavior mediated the relationship between psychological well-being and performance. And the moderating effect of leader-member exchange was significant only in the relationship between psychological well-being and knowledge-sharing behavior. This study contributes to the performance, knowledge management and positive psychology research fields, and suggests practical implications.
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Affiliation(s)
- Cheol Young Kim
- School of Business Administration, Myongji University, Seoul, South Korea
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28
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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. Int J Environ Res 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] [What about the content of this article? (0)] [Affiliation(s)] [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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29
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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: 8] [Impact Index Per Article: 2.0] [Reference Citation Analysis] [What about the content of this article? (0)] [Affiliation(s)] [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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Wang D, Zhao C, Chen Y, Maguire P, Hu Y. The Impact of Abusive Supervision on Job Insecurity: A Moderated Mediation Model. Int J Environ Res Public Health 2020; 17:ijerph17217773. [PMID: 33114214 PMCID: PMC7660612 DOI: 10.3390/ijerph17217773] [Citation(s) in RCA: 4] [Impact Index Per Article: 1.0] [Reference Citation Analysis] [What about the content of this article? (0)] [Affiliation(s)] [Abstract] [Key Words] [MESH Headings] [Track Full Text] [Download PDF] [Figures] [Subscribe] [Scholar Register] [Received: 09/16/2020] [Revised: 10/19/2020] [Accepted: 10/21/2020] [Indexed: 11/16/2022]
Abstract
This paper explores the impact of abusive supervision on job insecurity under the frameworks of the social cognitive theory and the leader-member exchange theory; additionally, it explores the mediating role of leader-member exchange (LMX) and the moderating role of power distance. In this study, 944 employees from two state-owned enterprises located in China were surveyed via questionnaires. Results of the correlation analysis and statistical bootstrapping showed that (i) abusive supervision was significantly and positively related to job insecurity, (ii) LMX played a mediating role in the impact of abusive supervision on job insecurity, and (iii) power distance played a moderating role in the relationship between LMX and job insecurity. Based on the social cognitive theory, this study broadens the perspective of studies regarding job insecurity. It also provides practical suggestions for avoiding abusive supervision and for alleviating employees' insecurities about management.
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Affiliation(s)
- Dawei Wang
- School of Psychology, Shandong Normal University, 88 Wenhua E Rd, Lixia District, Jinan 250014, China; (D.W.); (Y.C.)
| | - Chaoyue Zhao
- School of Psychology and Cognitive Science, East China Normal University, 3663 North Zhongshan Road, Shanghai 200062, China;
| | - Yalin Chen
- School of Psychology, Shandong Normal University, 88 Wenhua E Rd, Lixia District, Jinan 250014, China; (D.W.); (Y.C.)
| | - Phil Maguire
- Department of Computer Science, National University of Ireland, University Rd, H91 TK33 Galway, Ireland;
| | - Yixin Hu
- School of Psychology, Shandong Normal University, 88 Wenhua E Rd, Lixia District, Jinan 250014, China; (D.W.); (Y.C.)
- Correspondence:
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Hao Q, Shi Y, Yang W. How Leader-Member Exchange Affects Knowledge Sharing Behavior: Understanding the Effects of Commitment and Employee Characteristics. Front Psychol 2019; 10:2768. [PMID: 31920820 PMCID: PMC6914851 DOI: 10.3389/fpsyg.2019.02768] [Citation(s) in RCA: 9] [Impact Index Per Article: 1.8] [Reference Citation Analysis] [What about the content of this article? (0)] [Affiliation(s)] [Abstract] [Key Words] [Track Full Text] [Download PDF] [Figures] [Journal Information] [Subscribe] [Scholar Register] [Received: 09/18/2019] [Accepted: 11/25/2019] [Indexed: 11/29/2022] Open
Abstract
Although leadership is considered a key factor in affecting employees' knowledge sharing behavior (KSB), previous literature has mainly focused on the direct relationship between it and KSB, neglecting the mediators and moderators in this relationship. To address this issue, this study explores when and how leader-member exchange (LMX) promotes KSB by examining affective commitment (AC) as mediator and employee general self-efficacy (GSE) and internal locus of control (ILOC) as boundary conditions. In addition, although these two positive self-view variables (i.e., GSE and ILOC) both exhibit positive effects on various work-related outcomes, based on self-verification theory, we posit that they may exhibit different moderating effects in the LMX-AC-KSB relationship. We empirically validated this moderated mediated model using data collected from 231 supervisor-subordinate pairs from an information technology company in China. The results show that GSE amplifies the mediated relationship between LXM and KSB via AC, but ILOC weakens this mediated relationship. Our study elucidates when and how LMX can effectively facilitate KSB and sheds new and nuanced light on the conceptual distinction between GSE and ILOC. The results of this study might direct managers how to develop relationships with their subordinates and how to maximally facilitate subordinates' KSB.
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Affiliation(s)
- Qi Hao
- The School of Labor and Human Resources, Renmin University, Beijing, China
| | - Yijun Shi
- The School of Foreign Languages, Renmin University, Beijing, China
| | - Weiguo Yang
- The School of Labor and Human Resources, Renmin University, Beijing, China
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González-Navarro P, Talavera-Escribano E, Zurriaga-Lloréns R, Llinares-Insa LI. Culture, Work, and Subjective Well-Being: The Role of LMX and Resilience in Spanish and Chinese Cultures. Int J Environ Res Public Health 2019; 16:ijerph16244945. [PMID: 31817586 PMCID: PMC6950317 DOI: 10.3390/ijerph16244945] [Citation(s) in RCA: 4] [Impact Index Per Article: 0.8] [Reference Citation Analysis] [What about the content of this article? (0)] [Affiliation(s)] [Abstract] [Key Words] [MESH Headings] [Track Full Text] [Download PDF] [Figures] [Subscribe] [Scholar Register] [Received: 11/14/2019] [Accepted: 12/04/2019] [Indexed: 11/16/2022]
Abstract
Globalization and interdependencies among nations require a better understanding of the influence of culture on organizational processes. In order to succeed in global business, leaders have to respond to practices that may be different in diverse cultures. This study was conducted within the framework of the leader member exchange approach and from a positive perspective of organizations linking successful businesses and workers’ well-being. The aim of this study was to examine whether the quality of the relationship with the leader predicts engagement and life satisfaction, and whether resilience moderates this relationship in two different cultural contexts (Spanish and Chinese). The sample was composed of 277 workers (127 Chinese workers corresponding to a vertical-collectivistic culture and 150 Spanish workers representing a horizontal-individualistic culture). To test the hypotheses, a structural equations model (SEM) was conducted using the maximum likelihood (ML) estimation method. Results revealed that leader-member exchange (LMX) positively predicts engagement and life satisfaction and that the moderator role of resilience varies across cultures. Resilience moderated the relationship between LMX and engagement and life satisfaction only in the Spanish sample. In the Chinese sample, resilience only moderated the relation between LMX and life satisfaction. Finally, our study contributes to a better understanding of the relationship between leaders and subordinates operating in a global context.
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Affiliation(s)
- Pilar González-Navarro
- Instituto de Investigación en Psicología de los Recursos Humanos, del Desarrollo Organizacional y de la Calidad de Vida Laboral (IDOCAL), Universitat de València, 46010 Valencia, Spain; (P.G.-N.); (R.Z.-L.)
| | | | - Rosario Zurriaga-Lloréns
- Instituto de Investigación en Psicología de los Recursos Humanos, del Desarrollo Organizacional y de la Calidad de Vida Laboral (IDOCAL), Universitat de València, 46010 Valencia, Spain; (P.G.-N.); (R.Z.-L.)
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Liao S, Zhou X, Guo Z, Li Z. How Does Leader Narcissism Influence Employee Voice: The Attribution of Leader Impression Management and Leader-Member Exchange. Int J Environ Res Public Health 2019; 16:E1819. [PMID: 31121938 DOI: 10.3390/ijerph16101819] [Citation(s) in RCA: 14] [Impact Index Per Article: 2.8] [Reference Citation Analysis] [What about the content of this article? (0)] [Abstract] [Key Words] [Track Full Text] [Download PDF] [Figures] [Subscribe] [Scholar Register] [Received: 03/11/2019] [Revised: 05/14/2019] [Accepted: 05/17/2019] [Indexed: 11/17/2022]
Abstract
Recently, the influence of leader’s personality traits on employee behavior has become an emerging research area. Leaders play a crucial role in any organization because team members look up to them for policy and behavioral guidelines. Based on the social exchange theory, this study is focused on the relationship of employee-perceived leader narcissism and employee voice behavior. Through the analysis of 239 questionnaires, we find that leader narcissism has a significant influence on the motivation of leadership impression management. The narcissistic leader uses impression management that is more likely to have self- serving purpose rather than pro-social motivation. This motivation impacts leader-member exchange (LMX) quality which influences employee voice behavior. This study has significant theoretical and practical implications as it is the first study that empirically verifies the stated relationship in this under-researched area.
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Lapointe É, Vandenberghe C, Ben Ayed AK, Schwarz G, Tremblay M, Chenevert D. Social Comparisons, Self-Conceptions, and Attributions: Assessing the Self-Related Contingencies in Leader-Member Exchange Relationships. J Bus Psychol 2019; 35:381-402. [PMID: 32624640 PMCID: PMC7319409 DOI: 10.1007/s10869-019-09628-9] [Citation(s) in RCA: 6] [Impact Index Per Article: 1.2] [Reference Citation Analysis] [What about the content of this article? (0)] [Affiliation(s)] [Abstract] [Key Words] [Grants] [Track Full Text] [Figures] [Subscribe] [Scholar Register] [Indexed: 06/11/2023]
Abstract
Research on leader-member exchange (LMX) has demonstrated that, in addition to the value of LMX as an indicator of quality relationships with leaders, employees also evaluate how their relationship with the leader compares to other employees' relationship with the leader. This finding led to the emergence of LMX social comparison (LMXSC). This study examines how LMX vs. LMXSC relates to work outcomes and considers the employee and perceived supervisor self-concept levels as moderators. We posit that LMX predicts work performance through increased organizational commitment. We further suggest that the relational and collective levels of the self-concept act as contingencies of the relationships among LMX, LMXSC, commitment, and performance. A sample of 250 employee-supervisor dyads was used to test the hypotheses. LMX predicted commitment and, indirectly, performance. The employee and perceived supervisor relational self-concepts acted as moderators of LMXSC, and the perceived supervisor collective self-concept acted as a moderator of LMX and LMXSC. However, not all moderation hypotheses were supported. Unexpected moderating effects involving the employee and perceived supervisor individual self-concepts, as well as main effects, were also uncovered. This study helps differentiate LMX from LMXSC and understand the role of self-conceptions, including self-conceptions attributed by employees to the leader, in leader-member relationships.
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Affiliation(s)
- Émilie Lapointe
- Nottingham University Business School China, The University of Nottingham Ningbo China, Ningbo, China
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Zhang H, Zhou ZE, Zhan Y, Liu C, Zhang L. Surface Acting, Emotional Exhaustion, and Employee Sabotage to Customers: Moderating Roles of Quality of Social Exchanges. Front Psychol 2018; 9:2197. [PMID: 30487768 PMCID: PMC6246630 DOI: 10.3389/fpsyg.2018.02197] [Citation(s) in RCA: 11] [Impact Index Per Article: 1.8] [Reference Citation Analysis] [What about the content of this article? (0)] [Affiliation(s)] [Abstract] [Key Words] [Track Full Text] [Download PDF] [Figures] [Journal Information] [Subscribe] [Scholar Register] [Received: 08/24/2018] [Accepted: 10/23/2018] [Indexed: 11/16/2022] Open
Abstract
Using the conservation of resources theory and social exchange theory as our conceptual frameworks, the current study examined how employee surface acting relates to their sabotage to customers through the mediating role of emotional exhaustion and explored the moderating roles of coworker exchange (CWX) and leader-member exchange (LMX). We collected two-wave time-lagged data from 540 clinical nurses and found that emotional exhaustion mediated the positive relationship between surface acting and employee sabotage to customers. In addition, we found that CWX buffered the positive effect of surface acting on emotional exhaustion, while LMX buffered the positive effect of emotional exhaustion on employee sabotage to customers, such that the effects were weaker when CWX and LMX were higher, respectively. These findings shed light on the effect of surface acting on employee harmful behaviors, the potential underlying mechanism, and boundary conditions to mitigate the negative consequences of surface acting.
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Affiliation(s)
- Hui Zhang
- School of Sociology, Huazhong University of Science and Technology, Wuhan, China
| | - Zhiqing E. Zhou
- Department of Psychology, Baruch College (CUNY), New York City, NY, United States
| | - Yan Zhan
- Department of Nursing, Taihe Hospital, Hubei University of Medicine, Shiyan, China
| | - Chengbin Liu
- School of Sociology, Huazhong University of Science and Technology, Wuhan, China
| | - Li Zhang
- Cardiovascular Medicine Department Unit 3, Taihe Hospital, Hubei University of Medicine, Shiyan, China
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Hu Y, Zhu L, Zhou M, Li J, Maguire P, Sun H, Wang D. Exploring the Influence of Ethical Leadership on Voice Behavior: How Leader-Member Exchange, Psychological Safety and Psychological Empowerment Influence Employees' Willingness to Speak Out. Front Psychol 2018; 9:1718. [PMID: 30258392 PMCID: PMC6143838 DOI: 10.3389/fpsyg.2018.01718] [Citation(s) in RCA: 52] [Impact Index Per Article: 8.7] [Reference Citation Analysis] [What about the content of this article? (0)] [Affiliation(s)] [Abstract] [Key Words] [Track Full Text] [Download PDF] [Figures] [Journal Information] [Subscribe] [Scholar Register] [Received: 05/15/2018] [Accepted: 08/24/2018] [Indexed: 12/02/2022] Open
Abstract
The study of voice behavior examines the inclination of staff and team members to speak up and contribute ideas to the team. In this article, we investigate how factors such as leader-member exchange (LMX), psychological safety and psychological empowerment influence such behavior. Our findings, which are based on a sample of 308 employees working for a state-owned telecommunications company in China, indicate that ethical leadership promotes employees' voice behavior through enhanced LMX, which also leads to greater feelings of psychological safety and psychological empowerment. The theoretical and practical implications of these results are discussed.
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Affiliation(s)
- Yixin Hu
- School of Psychology, Shandong Normal University, Jinan, China
| | - Liping Zhu
- School of Psychology, Shandong Normal University, Jinan, China
| | - Mengmeng Zhou
- School of Psychology, Shandong Normal University, Jinan, China
| | - Jie Li
- School of Management, Shanghai University, Shanghai, China
| | - Phil Maguire
- Department of Computer Science, National University of Ireland, Maynooth, Ireland
| | - Haichao Sun
- School of Psychology, Shandong Normal University, Jinan, China
| | - Dawei Wang
- School of Psychology, Shandong Normal University, Jinan, China
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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. Int J Environ Res Public Health 2018; 15:ijerph15071455. [PMID: 29996531 PMCID: PMC6068656 DOI: 10.3390/ijerph15071455] [Citation(s) in RCA: 23] [Impact Index Per Article: 3.8] [Reference Citation Analysis] [What about the content of this article? (0)] [Affiliation(s)] [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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Veth KN, Van der Heijden BIJM, Korzilius HPLM, De Lange AH, Emans BJM. Bridge Over an Aging Population: Examining Longitudinal Relations Among Human Resource Management, Social Support, and Employee Outcomes Among Bridge Workers. Front Psychol 2018; 9:574. [PMID: 29755386 PMCID: PMC5932327 DOI: 10.3389/fpsyg.2018.00574] [Citation(s) in RCA: 7] [Impact Index Per Article: 1.2] [Reference Citation Analysis] [What about the content of this article? (0)] [Affiliation(s)] [Abstract] [Key Words] [Track Full Text] [Download PDF] [Figures] [Journal Information] [Subscribe] [Scholar Register] [Received: 07/14/2017] [Accepted: 04/05/2018] [Indexed: 11/23/2022] Open
Abstract
This two-wave complete panel study aims to examine human resource management (HRM) bundles of practices in relation to social support [i.e., leader–member exchange (LMX), coworker exchange (CWX)] and employee outcomes (i.e., work engagement, employability, and health), within a context of workers aged 65+. Based upon the social exchange theory and the Job Demands-Resources (JD-R) framework, it was hypothesized that HRM bundles at Time 1 would increase bridge workers' outcomes at Time 2, and that this relationship would be mediated by perceptions of LMX and CWX at Time 2. Using a longitudinal design, hypotheses were tested in a unique sample of Dutch bridge employees (N = 228). Results of several structural equation modeling analyses revealed no significant associations between HRM bundles, and social support, moreover, no significant associations were found in relation to employee outcomes. However, the results of the best-fitting final model revealed the importance of the impact of social support on employee (65+) outcomes over time.
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Affiliation(s)
- Klaske N Veth
- HRM, Professorship Sustainable HRM, Hanze University of Applied Sciences, Groningen, Netherlands
| | - Beatrice I J M Van der Heijden
- Institute for Management Research, Radboud University Nijmegen, Nijmegen, Netherlands.,Open University of the Netherlands, Heerlen, Netherlands.,Kingston Business School, Kingston University, London, United Kingdom
| | | | - Annet H De Lange
- Faculty of Psychology, NTNU, Trondheim, Norway.,Hotel School of Management, University of Stavanger, Stavanger, Norway.,Human Resource Management, HAN University of Applied Sciences, Nijmegen, Netherlands
| | - Ben J M Emans
- Institute of Business Administration and Technology, University of Groningen, Groningen, Netherlands
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Dechawatanapaisal D. Nurses' turnover intention: The impact of leader-member exchange, organizational identification and job embeddedness. J Adv Nurs 2018; 74:1380-1391. [PMID: 29468718 DOI: 10.1111/jan.13552] [Citation(s) in RCA: 21] [Impact Index Per Article: 3.5] [Reference Citation Analysis] [What about the content of this article? (0)] [Affiliation(s)] [Abstract] [Key Words] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Accepted: 02/06/2018] [Indexed: 11/30/2022]
Abstract
AIM The aim of this study was to examine the influence of three factors on turnover intention: leader-member exchange quality, organizational identification and job embeddedness. This area of inquiry has not been fully investigated in the literature. BACKGROUND Employee turnover, particularly of professionals, becomes a very challenging issue. It continually affects organizations in terms of resourcing and developmental costs, manpower instability, day-to-day operations, perception of quality care and efficiency. Therefore, employees' working attitude and behaviour have drawn increasing attention for further research to determine which factors keep them with their employer. DESIGN A cross-sectional survey was conducted with self-report questionnaires. METHODS Data were collected from 1,966 nurses from sixteen private general hospitals in Thailand during February-June 2016. Hypotheses were tested and analysed by means of a confirmatory factor analysis, structural equation modelling and a bootstrapping procedure. RESULTS The results revealed the direct relationship between leader-member exchange quality and job embeddedness. Organizational identification played an intermediary role that partially mediated the relationship between leader-member exchange quality on job embeddedness. Analysis also provided support for the mediating effect of organizational identification and turnover intention through job embeddedness. CONCLUSION This study extends the job embeddedness theory and gains understanding of the antecedent factors that directly and indirectly cause employees to become embedded and lead to predict turnover intention. The findings are pertinent, as few studies have investigated such relationships. The implications provide insights into how organizations can better retain their workforce.
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Nohe C, Hertel G. Transformational Leadership and Organizational Citizenship Behavior: A Meta-Analytic Test of Underlying Mechanisms. Front Psychol 2017; 8:1364. [PMID: 28848478 PMCID: PMC5554340 DOI: 10.3389/fpsyg.2017.01364] [Citation(s) in RCA: 27] [Impact Index Per Article: 3.9] [Reference Citation Analysis] [What about the content of this article? (0)] [Affiliation(s)] [Abstract] [Key Words] [Track Full Text] [Download PDF] [Figures] [Journal Information] [Subscribe] [Scholar Register] [Received: 01/12/2017] [Accepted: 07/27/2017] [Indexed: 11/13/2022] Open
Abstract
Based on social exchange theory, we examined and contrasted attitudinal mediators (affective organizational commitment, job satisfaction) and relational mediators (trust in leader, leader-member exchange; LMX) of the positive relationship between transformational leadership and organizational citizenship behavior (OCB). Hypotheses were tested using meta-analytic path models with correlations from published meta-analyses (761 samples with 227,419 individuals overall). When testing single-mediator models, results supported our expectations that each of the mediators explained the relationship between transformational leadership and OCB. When testing a multi-mediator model, LMX was the strongest mediator. When testing a model with a latent attitudinal mechanism and a latent relational mechanism, the relational mechanism was the stronger mediator of the relationship between transformational leadership and OCB. Our findings help to better understand the underlying mechanisms of the relationship between transformational leadership and OCB.
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Affiliation(s)
- Christoph Nohe
- Department of Psychology, Organisational and Business Psychology, University of MünsterMünster, Germany
| | - Guido Hertel
- Department of Psychology, Organisational and Business Psychology, University of MünsterMünster, Germany
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Qian J, Wang B, Han Z, Song B. Ethical Leadership, Leader-Member Exchange and Feedback Seeking: A Double-Moderated Mediation Model of Emotional Intelligence and Work-Unit Structure. Front Psychol 2017; 8:1174. [PMID: 28744251 PMCID: PMC5504241 DOI: 10.3389/fpsyg.2017.01174] [Citation(s) in RCA: 20] [Impact Index Per Article: 2.9] [Reference Citation Analysis] [What about the content of this article? (0)] [Affiliation(s)] [Abstract] [Key Words] [Track Full Text] [Download PDF] [Figures] [Journal Information] [Subscribe] [Scholar Register] [Received: 03/16/2017] [Accepted: 06/27/2017] [Indexed: 11/13/2022] Open
Abstract
This research elucidates the role of ethical leadership in employee feedback seeking by examining how and when ethical leadership may exert a positive influence on feedback seeking. Using matched reports from 64 supervisors and 265 of their immediate employees from a hotel group located in a major city in China, we proposed and tested a moderated mediation model that examines leader-member exchange (LMX) as the mediator and emotional intelligence as well as work-unit structure as double moderators in the relationships between ethical leadership and followers’ feedback-seeking behavior from supervisors and coworkers. Our findings indicated that (1) LMX mediated the positive relationship between ethical leadership and feedback seeking from both ethical leaders and coworkers, and (2) emotional intelligence and work-unit structure served as joint moderators on the mediated positive relationship in such a way that the relationship was strongest when the emotional intelligence was high and work-unit structure was more of an organic structure rather than a mechanistic structure.
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Affiliation(s)
- Jing Qian
- Department of Human Resource Management, Business School, Beijing Normal UniversityBeijing, China
| | - Bin Wang
- Department of Human Resource Management, Business School, Beijing Normal UniversityBeijing, China
| | - Zhuo Han
- Beijing Key Laboratory of Applied Experimental Psychology, National Demonstration Center for Experimental Psychology Education, Beijing Normal UniversityBeijing, China.,Faculty of Psychology, Beijing Normal UniversityBeijing, China
| | - Baihe Song
- Department of Human Resource Management, Business School, Beijing Normal UniversityBeijing, China
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Zhou H, Jin M, Ma Q. Remedy for Work Stress: the Impact and Mechanism of Ethical Leadership. Cent Eur J Public Health 2016; 23:176-80. [PMID: 26851431 DOI: 10.21101/cejph.a4246] [Citation(s) in RCA: 14] [Impact Index Per Article: 1.8] [Reference Citation Analysis] [What about the content of this article? (0)] [Affiliation(s)] [Abstract] [Key Words] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Received: 01/06/2015] [Accepted: 04/13/2015] [Indexed: 11/15/2022]
Abstract
AIM Ethical leadership was characterized by integrity, honesty and trustworthiness. The purpose of this study was to investigate whether and how ethical leadership relates to employees' work stress, specifically the mediating role of leader-member exchange (LMX), which referred to the dyadic exchange relationships between supervisors and subordinates within the workplace. METHODS Cross-sectional data for ethical leadership, LMX, perception of work stress, and control variables were collected through the questionnaire that included 47 multiple-choice questions and 3 open-ended questions. Double-blind design was adopted in this study. Hypotheses were tested by hierarchical regression analysis. RESULTS 203 first-line technical support employees from a communications enterprise participated in this study (return ratio 98.5%). Of the respondents, 58.6% were male, average age was 35.24 years, average years in the company and in current position were 13.67 years and 11.12 years, respectively. Results revealed that the subjective evaluation of supervisors' ethical leadership was negatively related to employees' perception of work stress (β=-0.24, p<0.001), and this relationship was completely mediated by LMX. CONCLUSIONS Through establishing high-quality LMX, ethical leadership played an important role in relieving employees' perception of work stress.
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Affiliation(s)
- Hao Zhou
- Business School, Sichuan University, Chengdu, China
| | - Maozhu Jin
- Business School, Sichuan University, Chengdu, China
| | - Qian Ma
- Business School, Sichuan University, Chengdu, China
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43
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Hunt TJ. Leader-member exchange relationships in health information management. Perspect Health Inf Manag 2014; 11:1d. [PMID: 24808805 PMCID: PMC3995491] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [What about the content of this article? (0)] [Affiliation(s)] [Abstract] [Key Words] [MESH Headings] [Subscribe] [Scholar Register] [Indexed: 06/03/2023]
Abstract
This article seeks to raise awareness of the leader-member exchange (LMX) theory of leadership and its potential benefit to the health information management (HIM) profession. A literature review that was conducted identified a leadership challenge for HIM practitioners. The review also provides examples of leadership definitions, and potential benefits of LMX to HIM professionals in leading people and influencing leaders in their organizations. The LMX concept may be an avenue to investigate in preparing future and current HIM professionals for leadership.
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Affiliation(s)
- T J Hunt
- Health information management at Davenport University College of Health Professions in Grand Rapids, MI
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Portoghese I, Galletta M, Battistelli A, Leiter MP. A multilevel investigation on nursing turnover intention: the cross-level role of leader-member exchange. J Nurs Manag 2014; 23:754-64. [PMID: 24417282 DOI: 10.1111/jonm.12205] [Citation(s) in RCA: 32] [Impact Index Per Article: 3.2] [Reference Citation Analysis] [What about the content of this article? (0)] [Affiliation(s)] [Abstract] [Key Words] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Accepted: 11/15/2013] [Indexed: 11/29/2022]
Abstract
AIM To analyse nursing turnover intention from the unit by using multilevel approach, examining at the individual level, the relationships between job characteristics, job satisfaction and turnover intention, and at the group level the role of leader-member exchange. BACKGROUND Research on nursing turnover has given little attention to the effects of multilevel factors. METHOD Aggregated data of 935 nurses nested within 74 teams of four Italian hospitals were collected in 2009 via a self-administered questionnaire. RESULTS Hierarchical linear modelling showed that job satisfaction mediated the relationship between job characteristics and intention to leave at the individual level. At the unit level, leader-member exchange was directly linked to intention to leave. Furthermore, cross-level interaction revealed that leader-member exchange moderated the relationship between job characteristics and job satisfaction. CONCLUSION This study supported previous research in single-level turnover studies concerning the key role of job satisfaction, providing evidence that job characteristics are important in creating motivating and satisfying jobs. At the unit-level, leader-member exchange offers an approach to understand the role of unit-specific conditions created by leaders on nurses' workplace wellbeing. IMPLICATIONS FOR NURSING MANAGEMENT This study showed that it is important for nursing managers to recognise the relevance of implementing management practices that foster healthy workplaces centred on high-quality nurse-supervisor relationships.
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Affiliation(s)
- Igor Portoghese
- Department of Public Health, Clinical and Molecular Medicine, University of Cagliari, Monserrato (Ca), Italy
| | - Maura Galletta
- Department of Public Health, Clinical and Molecular Medicine, University of Cagliari, Monserrato (Ca), Italy
| | - Adalgisa Battistelli
- Laboratoire EA 4139 Psychologie, Santé et Qualité de Vie, Université Bordeaux Segalen, Bordeaux Cedex, France
| | - Michael P Leiter
- Department of Psychology, Acadia University, Wolfville, NS, Canada
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Trybou J, Gemmel P, Pauwels Y, Henninck C, Clays E. The impact of organizational support and leader-member exchange on the work-related behaviour of nursing professionals: the moderating effect of professional and organizational identification. J Adv Nurs 2013; 70:373-82. [PMID: 23834589 DOI: 10.1111/jan.12201] [Citation(s) in RCA: 28] [Impact Index Per Article: 2.5] [Reference Citation Analysis] [What about the content of this article? (0)] [Affiliation(s)] [Abstract] [Key Words] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Accepted: 06/01/2013] [Indexed: 11/30/2022]
Abstract
AIM The aim of this study was to examine the relations between perceived organizational support, the quality of leader-member exchange, in-role and extra-role behaviour, professional identification and organizational identification among registered nurses and nurse assistants. BACKGROUND Theoretically, employees will reciprocate received beneficial treatment with positive attitudes and behaviour. Recently, it has been shown that this principle may be more complex than originally anticipated. DESIGN A quantitative, cross-sectional survey design was used. The quality of social exchange and identification was scored by the involved registered nurses and nurse assistants; in-role and extra-role behaviour was rated by the head nurse. METHODS The survey was administered to nurses and nurse assistants (n = 196) working in five Belgian nursing homes. Data were collected from February-March 2012. Pearson correlation analyses, t-test analyses and hierarchical regression were used to analyse the data. RESULTS Our results showed no relationship between perceived organizational support and leader-member exchange and in-role behaviour. A positive relationship was found between perceived organizational support and extra-role behaviour and a trend towards significance between leader-member exchange and extra-role behaviour. Organizational and professional identification moderated the relationship between perceived organizational support and extra-role behaviour. CONCLUSIONS Our study demonstrates the importance of social exchange to nurses and nurse assistants and therefore nursing administrators and leaders. When registered nurses and nurse assistants perceive high-quality social exchange, they are more likely to go the extra mile on behalf of the organization. Fostering social identification could enhance this.
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Affiliation(s)
- Jeroen Trybou
- Department of Public Health, Ghent University, Belgium
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