The interactive effects of leader–member exchange,gender and spouse's gender role orientation on work interference with family conflict

Based on social support and gender role theories, we examined the direct and interactive effects of leader–member exchange, gender and spouse's gender role orientation on work–family conflict. Survey data were collected from matched dyads from 185 dual-earner couples in Sri Lanka. The results show that leader–member exchange is negatively related to work interference with family. There is also support for crossover effects among couples such that individuals with spouses who have a traditional gender role orientation experience greater work interference with family conflict. Finally, there is a three-way interaction such that a spouse's gender role orientation moderates the relationship between leader–member exchange and work interference with family conflict differently for men and women.     

The impact of organizational and leader–member support on expatriate commitment

Using data from expatriates at MNC subsidiaries in China, this paper investigates the relationships between parent company and local subsidiary perceived organizational support (POS), leader–member exchange (LMX) and affective commitment of expatriates. The study examines the moderating effect of LMX in the relationships between both parent company and local subsidiary POS and affective commitment. Results support the relationships between both parent company and local subsidiary POS, LMX and the expatriate affective commitment, and the moderating effect of LMX in the relationships between parent company POS and affective commitment.     

Fostering societal impact and job satisfaction: the role of performance management and leader–member exchange

ABSTRACT

Performance management (PM) can alienate employees from experiencing societal impact. This is problematic since societal impact influences employees’ job satisfaction. To avoid such unintended effects, we investigate two conditions under which PM could instead benefit the societal impact and job satisfaction of employees: consistency and leader-member exchange. Results show consistent PM fosters job satisfaction, mediated by societal impact and moderated by leader–member exchange. Public organizations should streamline expectations communicated through PM and constructive leader relationships could reinforce this process. By examining the conditions under which PM can avoid unintended effects on employees, we add to the debate on PM effectiveness.     

Cultural intelligence and voice behavior among migrant workers: the mediating role of leader–member exchange

Abstract

This empirical study is the first to explicitly examine cultural intelligence (CQ) as an antecedent of voice behavior and to explore the mediating role of leader–member exchange (LMX) in the CQ–voice relationship. Two hundred and sixty-one usable questionnaires were collected from migrant workers in Australia using an online survey. The data were analyzed with regression analyses and structural equation modeling. Results showed that migrant employees with higher CQ were more likely to engage in voice behavior. The positive relationship between CQ and voice behavior was partially mediated by LMX. These findings verify a relatively new individual antecedent (i.e. CQ) of voice behavior and reveal the underlying mediation mechanism that explains the effects of CQ on employee voice. This study also carries important implications for managing culturally-diverse workforces (i.e. migrant workers) regarding the promotion of voice.     

Relationships among leader–member exchange,person–organization fit and work attitudes in Japanese and Korean organizations: testing a cross-cultural moderating effect

This study examines a possible national culture difference in the moderating effect of leader–member exchange (LMX) on the relationship between person–organization (P–O) fit and work attitudes, including job satisfaction and organizational commitment, in Japan and Korea. Specifically, we use trait activation theory as a lens to explain the complementarities between P–O fit and LMX that may exert an influence on employees' work attitudes. We hypothesize that from the cross-cultural management perspective, such complementary effects would work in Japan where organizations encourage more decentralization and empowerment than those in Korea, which may enable supervisors in Japanese organizations to provide unambiguous reward expectancies for their immediate subordinates. Using samples of 138 Japanese and 144 Korean employees working for privately owned firms in Japan and Korea, we demonstrate that a significant three-way interaction of employees' P–O fit, LMX and a national culture difference (i.e. nationality) influences their work attitudes. Specifically, LMX moderated the positive relationships between P–O fit and both job satisfaction and organizational commitment for Japanese employees, tending to weaken them. For Korean employees, however, no such interactions were observed. The findings are used to discuss the applicability and generalizability of trait activation theory in East Asian cultures. In addition, suggestions are made regarding the discussion of HRM practices from a cross-vergence perspective. Limitations and directions for future research are also discussed.     

The relationship between leader–member exchange and employee outcomes: review of past themes and future potential

Management Review Quarterly - Research on leader–member exchange (LMX) has gained momentum with a large number of studies investigating its impact on multiple levels. This article...     

Impact of prosocial motivation on organizational citizenship behavior: the mediating role of ethical leadership and leader–member exchange

Quality & Quantity - This study empirically examined how ethical leadership and leader-member exchange mediates the relationship between prosocial motivation and organizational citizenship...     

Leader–member exchange and follower creativity: the moderating roles of leader and follower expectations for creativity

We examined leader and follower expectations for creativity as moderators in the relationship between leader–member exchange (LMX) and follower creativity. The results of a survey among 193 leader–follower dyads from two high-tech companies in mainland China show that LMX positively relates to follower creativity, and that leader and follower expectations for creativity moderate this relationship. Specifically, the relationship between LMX and follower creativity is positive and significant when either leaders or followers, or both leaders and followers, set high rather than low expectations for creativity, with the highest level of follower creativity observed when leaders and followers congruently hold high creativity expectations. In contrast, the LMX–follower creativity relationship is blurred when leaders and followers congruently hold low expectations for creativity. We discuss the relevance of these results from theoretical and professional perspectives.     

Professionals' supervisor–subordinate relationships,autonomy and commitment in Australia: a leader–member exchange theory perspective

This article used leader–member exchange theory as a lens for comparing the impact of the supervisor–subordinate relationship on two types of professionals' perceptions of autonomy, and in turn upon their affective commitment. The reason for examining autonomy is because a characteristic of being a professional is having autonomy; however, we argued that such perceptions are affected by the quality of the supervisor–subordinate relationship. The findings confirmed this argument, although the trend was stronger for engineers than for nurses. Using the ordinary least square procedure, the goodness of fit of the model identified that supervision and autonomy accounted for approximately a third of the variance for engineers' levels of affective commitment and a fifth of the variance for nurses. That is, the impact of supervision practices was stronger on autonomy and commitment for engineers than for nurses in Australia. Moreover, statistically, the two groups of professionals were similar in their perceptions of the quality of their supervisor–subordinate relationship as well as in their perceptions of autonomy, and the qualitative findings supported similar factors impacting upon their perceptions. The only significant difference between the two groups was in their levels of affective commitment. The implications of these results include the need for those managing professionals to consider ways of improving workplace supervisor–subordinate relationships because of the impact upon perceived autonomy as well as commitment to their organisation, and hence the retention of such professionals.     

A model of task demands,social structure,and leader–member exchange and their relationship to job satisfaction

In the present study, we examine task demands, leader–member exchange, and social structure in their relationship to job satisfaction. Based on the reflections of Seers and Graen in their dual attachment model, in the present study we combined task demands, leader–member exchange, and social structure in a model of antecedents of job satisfaction. The resulting model was tested using structural equation modelling. While task demands and leader–member exchange are related to their respective equivalents in job satisfaction, social structure is positively related to a latent factor job satisfaction, indicating that the social structure of a job has an impact on different facets of job satisfaction. The results are discussed with respect to sample characteristics.     

The impact of spirituality at work on workers’ attitudes and individual performance

This research aims to contribute to a better understanding of the concept of spirituality at work, based on Maslow’s writings, introducing a new dimension, emotional balance and inner peace (EBIP) to enrich the traditional conceptualizations and a new mediator, job resourcefulness, in its relationship with performance. The final goal is to investigate how spirituality at work influences workers’ attitudes. The proposed research model was tested using structural equation modeling and 273 valid questionnaires were collected. According to the literature review and to the concept of spirituality, we concluded that there is room for the new dimension (EBIP), and we found that this new dimension influences job resourcefulness and affective commitment. Job resourcefulness has a strong impact on individual performance and receives the impacts of spirituality at work and affective commitment. Job resourcefulness appears to be a better mediator in the relationship between SW and individual performance.     

Are you really doing good things in your boss's eyes? Interactive effects of employee innovative work behavior and leader–member exchange on supervisory performance ratings

Organizations increasingly depend on employee efforts to innovate. However, the quality of relationships between leaders and employees may affect the recognition that employees receive for their innovative work behaviors. Drawing from a social cognition perspective, we tested a model in which leader–member exchange (LMX) moderates the impact of employee innovative work behavior on supervisory ratings of employee performance. Results from two multisource studies combining self, colleague, and supervisor ratings consistently showed that employees receive more favorable performance ratings by engaging in innovative work behavior when they have high‐quality LMX relationships. Moreover, we found that this interactive relationship was mediated by leader perceptions of innovative employee efforts, providing support for a moderated mediation model. Implications for the literatures on performance appraisal, LMX, and innovation are discussed.     

Leader–member exchange as a moderator of the relationship between employee–organization exchange and affective commitment

While there is some evidence on the outcomes of employee–organization exchange relationships and leader–member exchange (LMX) relationships, less is known about their combined role as predictors of employee outcomes. Relying on a recent conceptualization of social leader–member exchange (SLMX) and economic leader–member exchange (ELMX) as two separate dimensions of LMX, the present study explored whether SLMX and ELMX moderate the associations between organizational social and economic exchange and affective commitment. The main finding was that the association between organizational economic exchange and affective commitment is attenuated by SLMX. In addition, a positive association between intrinsic motivation and affective commitment was also unveiled, suggesting that affective commitment is not only determined by the prosocial motivation emanating from social exchange relationships, but also from the intrinsic motivation inherent in the work itself.     

High involvement work system,work–family conflict,and expatriate performance – examining Taiwanese expatriates in China

This study explores the effects of multinational companies (MNC) implementation of a high involvement work system (HIWS) for their expatriates on both expatriate work–family conflict (WFC) and their performance. We surveyed 174 Taiwanese expatriates stationed in China. Data were collected on: (1) perceived human resource management (HRM) practices concerning ‘high involvement work system’; (2) perceived work–family conflict; (3) job satisfaction; and (4) supervisor ratings of expatriate job performance. Structural modeling techniques helped us examine in one model the interdependent relationships among high involvement work system, work–family conflict, and expatriate performance in their host country. Our results show that a high involvement work system is positively related to expatriate satisfaction and performance. However, a high involvement work system is also positively related to expatriate work-family conflict, which in turn is negatively related to expatriate satisfaction and performance. Our findings remind managers that a high involvement work system may produce multiple effects on various dimensions of employee work life, and not all of these effects may be positive.     

Should everybody be in services? The effect of servitization on manufacturing firm performance

The servitization of the manufacturing sector refers to the evolution of manufacturers' capabilities to offer services as complements to or substitutes for the goods that they produce. A vast literature has described these strategies and has shown that this phenomenon is widespread and growing in most developed economies. However, very little systematic evidence of the extent or consequences of servitization based on a comprehensive data set of firms exists. In this paper, we provide such evidence using exhaustive data for French manufacturing firms between 1997 and 2007. We find that the vast majority of French manufacturers sell services in addition to producing goods. The shift toward services is growing steadily but at a slow pace. We also estimate the impact of servitization on firm performance. Controlling for various sources of endogeneity bias, our most conservative results show that firms that start selling services increase their profitability by 0.4%, their employment by 2.1%, and their total sales by 0.6%. For small businesses, we also find a positive impact on the production of goods. We also uncover strong heterogeneity across manufacturing industries.     

Family-friendly policies in the workplace and their effect on work–life conflicts in Hong Kong

As in many other big cities, employees in Hong Kong face competing demands from their work and family and are under a tremendous conflict between work and life. Recently, the Hong Kong Special Administrative Region Government has put a lot of effort into promoting family-friendly policies, but the availability and effectiveness of these policies are largely unknown. The social distribution of work–life conflicts across social status and the dimensions of stratification in Hong Kong have already been documented. This paper examines these issues by way of a telephone survey of over 1000 employees in Hong Kong. We argue that certain groups of workers are particularly vulnerable to work–life conflicts, and target interventions must be devised to address their needs. Moreover, we also suggest that a regulatory approach to implementing family-friendly policies must be undertaken once implementation on a voluntary basis has failed, owing to the low availability of family-friendly policies in the Hong Kong workplace. Lastly, we show the effectiveness of three measures – namely flexible work time, a five-day work week and career breaks – in reducing both work–life conflicts and their negative consequences. We argue that more rigorous randomized intervention must be undertaken to provide more conclusive evidence so as to convince employers to implement these policies in their enterprises.     

If you're close with the leader,you must be a brownnose: The role of leader–member relationships in follower,leader, and coworker attributions of organizational citizenship behavior motives

Although scholars have recognized that organizational citizenship behavior (OCB) can be attributed to either self-serving or other-serving motives, little research has addressed the conditions under which different observers will make positive versus negative attributions for OCB. We draw on leader-member exchange (LMX) and attribution theories to propose that high-quality LMX relationships are associated with positive attributions of OCB motives by the follower and the leader but negative attributions of OCB motives by coworkers. We theorize that while high-quality LMX relationships are associated with attributions of pro-social and organizational concern motives by the follower and the leader, coworkers view OCB performed by those in high-quality LMX relationships as driven by impression management motives. We discuss implications for theory and research on OCB and LMX.     

The interaction effect of relational norms and agent cooperativeness on opportunism in buyer–supplier relationships

In this study, we examined the effect of relational norms and agent cooperativeness on opportunism in buyer–supplier relationships. Drawing from the theoretical grounding of transaction cost economics, personality trait theory, and contingency theory, we proposed three distinct perspectives on opportunism mitigation in buyer–supplier relationships: (1) organizationalist, (2) individualist, and (3) interactionist, where relational norms, agent cooperativeness, and the interaction between them, respectively, serve as the key predictors in these three perspectives. The results of replicated experiments indicated that relational norms and agent cooperativeness interact with each other in mitigating opportunism and that the interactionist perspective yielded the highest explained variance in opportunism. This suggests that the interactionist perspective, a multi-level theoretical lens encompassing the dynamic interplay between organization-level and individual-level factors, was a more complete model in explaining opportunism than either the organizationalist or individualist perspectives. The consensus which emerged from post-experimental interviews of purchasing professionals is that agent personalities play an important role in buyer–supplier relationships. Some purchasing professionals had observed that uncooperative agents or personnel turnover in the boundary-spanning functions can substantially undermine even established relational exchanges. These qualitative findings are in line with our theoretical arguments and experimental outcomes.     

The interactive effect of LMX and LMX differentiation on followers’ job burnout: evidence from tourism industry in Hong Kong

Building on the conservation of resources theory, we posit that leader–member exchange (LMX) serves as a valued resource to reduce followers’ job burnout. Informed by the theoretical arguments of reference group theory and norm of equality, we further propose two sets of competing hypotheses to test whether LMX differentiation within teams enhances or dampens the effect of LMX on relieving job burnout. Using a sample of 288 travel agents in Hong Kong, we find a negative relationship between LMX and emotional exhaustion. In support of the prediction of norm of equality, the results show that the negative relationships between LMX and emotional exhaustion and between LMX and diminished sense of personal accomplishment were stronger when LMX differentiation was low. Implications for theory and managerial practice and future research directions are discussed.     

Comparing the impact of leader–member exchange,psychological empowerment and affective commitment upon Australian public and private sector nurses: implications for retention

This study uses Leader–Member Exchange (LMX) theory to test the associations between the supervisor–subordinate relationship, psychological empowerment and affective commitment amongst 1283 nurses working in Australian public and private hospitals. Both qualitative and quantitative data were collected, analysed and presented. The findings show that the quality of LMX is more important in public sector nursing contexts than in the private sector with regard to the relationship between empowerment and affective commitment. Furthermore, the relationship between empowerment and affective commitment is stronger for nurses in public sector organisations with low-quality LMX than for nurses in public sector organisations with high-quality LMX. As empowerment and affective commitment are both predictors of staff retention, the findings can assist in developing targeted current and future retention strategies for healthcare management.