The joint effect of leader–member exchange and emotional intelligence on burnout and work performance in call centers in China

We examined the joint effect of LMX and emotional intelligence (EI) on burnout and work performance. Results based on data collected from 493 leader-member dyads in the call center of a large Chinese telecommunication company indicated that LMX was negatively related to burnout, yet was not significantly related to objective work performance. Moreover, we examined the effects of the four dimensions of EI (self-emotion appraisal, other-emotion appraisal, use of emotion, and regulation of emotion) on burnout and performance, and found that burnout mediated the link between use of emotion and work performance. Results also showed that LMX was associated with burnout and work performance more strongly for service workers with lower levels of self-emotion appraisal. More surprisingly, the link between LMX and work performance was stronger for service workers with higher levels of use of emotion.     

The interactions between person–organization fit and leadership styles in Asian firms,an empirical testing

This paper presents a study that examines the use of human resource management (HRM) practices and factors influencing the adoption of HRM practices in small and medium-sized enterprises (SMEs). Using a multiple-case study method, HRM in SMEs was explored by comparing 12 small and medium-sized and 12 large semiconductor design firms. The findings show that there is considerable homogeneity across the firms in relation to their use of human resources (HR) practices providing support for the insights based on the new institutionalism. The factors leading to the homogeneity HRM are discussed. It is argued that theory-based empirical research on HRM in SMEs within the same industry enable us move towards a systematic understanding and explanation of HRM in SMEs.     

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.     

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.     

Person–organization fit and employee outcomes: test of a social exchange model

Data obtained from subordinate–supervisor dyads (N = 314) of a large manufacturing company in South Korea were used to test a moderated mediation model of the processes linking person–organization (P–O) fit and employee work attitudes and behaviors. The results revealed that the influence of P–O fit on work attitudes and behaviors was indirect through perceived social exchange with organization. In addition, the relationship between P–O fit and perceived social exchange with organization was moderated by leader–member exchange (LMX) quality. Specifically, a high-quality LMX enhanced the positive effects of P–O fit on perceived social exchange with organization.     

A test of the relationship between person–environment fit and cross-cultural adjustment among self-initiated expatriates

Understanding an expatriate's cross-cultural adjustment to the various aspects of their host environment and organization has been a focal point of research for several decades. Person–environment (PE) fit refers to the degree of fit an individual has with various dimensions of their host environment, and past research suggests that successful PE fit positively influences adjustment. However, the strength of these relationships remains under-researched. Drawing upon data gathered from 369 self-initiated expatriate doctors working in Ireland, we examine the strength of the relationship between PE fit and cross-cultural adjustment. Our results suggest that dimensions of PE fit influence cross-cultural adjustment to varying degrees. Thus, person–job needs-supplies fit was the only fit dimension to influence interaction adjustment, while person–job demands abilities influenced both work adjustment and, to a lesser extent, interaction adjustment. Person–organization fit influenced work adjustment, while person–supervisor fit had no relationship with adjustment. These findings have implications for organizations when recruiting and supporting self-initiated expatriates.     

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.     

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.     

Relationships among three facets of family-supportive work environments,work–family conflict and job satisfaction: a research in Greece

The purpose of the present study is to extend the line of current enquiry related to family-supportive work environments (FSWEs), and their relationships to work–family conflict (WFC) and job satisfaction. Three facets of a FSWE are examined: family (non-) supportive culture, family-supportive management (FSM) and the model of ideal worker. Data were collected through a questionnaire survey from 612 employees. The results indicate that among the three facets of a FSWE, FSM appears to better predict both WFC and job satisfaction. Furthermore, WFC was negatively related to job satisfaction. An intriguing result is that the ideal worker model – manifested via long hours of work, visibility, availability and the dominance of organisation's needs over the family ones – was found to be positively related to job satisfaction, whilst it has no impact on WFC. Finally, the implications for practice and future research are discussed.     

Employee–organization exchange and employee creativity: a motivational perspective

Abstract

A critical omission in employee creativity literature is lack of a clear understanding of why and how employee–organization exchange (EOX) affects employee creativity. We collected three-phrase data from 384 employees working with 64 supervisors in Guangdong Province, China. Results of Mplus (using design-based modeling approach) suggest that (i) need satisfaction mediates the EOX-creativity relationship, (ii) leader-member exchange (LMX) enhances the positive EOX-need satisfaction relationship, (iii) creative self-efficacy (CSE) neutralizes the positive need satisfaction-creativity relationship, and (iv) the indirect effect of EOX on creativity via need satisfaction is stronger for employees with high quality LMX and with low CSE. Using inducement-contribution framework, the study integrates social exchange and self-determination theories to explicate the mediating role of need satisfaction in the EOX-creativity relationship. Further, the study contributes to the understanding of the EOX-creativity relationship by examining the boundary conditions of LMX (as a synergistic enhancer) in the first stage and CSE (as a neutralizer that diminishes gains) in the second stage of indirect effect.     

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.     

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.     

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...     

High-Performance HR Practices,Work Stress and Quit Intentions in the Public Health Sector: Does person–organization fit matter?

Drawing on the attraction–selection–attrition (ASA) framework, this paper examines a mechanism, namely person–organization (P–O) fit, through which high-performance HR practices (HPHRPs) affect two negative employee outcomes: work-related stress and quit intentions. Using a sample of Egyptian public health sector workers, a mediation model is tested empirically using structural equation modelling. The study results show that HPHRPs positively affected P–O fit, which in turn had significant negative associations with work stress and quit intentions. P–O fit also explained a high proportion of mediation in the relationship between HPHRP and both outcomes.     

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.     

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.     

Job characteristics,work–home interference and burnout: testing a structural model in the South African context

The aim of this study was to test a structural model that included job demands and job resources, negative work–home interference (WHI) and burnout (exhaustion, cognitive weariness and cynicism). A cross-sectional survey design was used. Random samples (n = 330) were taken of workers employed in the earthmoving industry in eight provinces of South Africa. Job characteristics (including job pressure, job control and job support) were measured by items that were adapted from the Job Content Questionnaire and a validated questionnaire on experience and evaluation of work. The Survey Work–Home Interaction – Nijmegen was used to measure negative WHI, while the Maslach Burnout Inventory-General Survey and cognitive weariness scale were administered to measure exhaustion, cognitive weariness and cynicism. Structural equation modelling with Amos showed that job demands (e.g. job pressure) and job resources (job control, supervisor support and colleague support) contributed to negative WHI. Negative WHI mediated the relationship between job demands and burnout and partially mediated between job resources and burnout.     

Knowledge sharing,work–family conflict and supervisor support: investigating a three-way effect

Despite the importance of knowledge sharing in competitive environments, there is a paucity of studies examining the relationship between employee knowledge sharing and work–family conflict. Drawing on insights from conservation of resources theory, this study investigated how employees may reduce their knowledge-sharing behaviors when they experience resources lost from work interference with family (WIF) or family interference with work (FIW). Furthermore, the role of supervisor support in the relationship among WIF, FIW and knowledge sharing was explored as a valuable resource. Using data collected from 159 employees in South Korea, we found support that WIF is negatively related to knowledge sharing. In addition, the role of supervisor support in the relationship among WIF, FIW and knowledge sharing was the strongest when WIF is low and FIW is high, thus supporting the hypothesized a three-way effect. Theoretical and practical implications are discussed.     

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 guanxi are not the same: differential impact of dyadic relationships on fit perceptions,helping behavior,and turnover intention

Extant literature on person–environment fit has underlined the positive impact of leader–member exchange (LMX) on person–supervisor (PS) fit. We challenge this assumption and propose that LMX, which captures the working relationship between employees and their managers, is more strongly associated with person–organization (PO) fit, not PS fit. We further propose that the personal aspect of the relationship between employees and their managers, namely supervisor–subordinate guanxi, is more strongly associated with PS fit than LMX. Finally, we theorize that LMX and supervisor–subordinate guanxi will be associated with turnover intention and helping behavior targeting the supervisor, respectively, through their differential impact on PO and PS fit. Data collected from 267 leader–member dyads in 17 companies in China using a two-wave procedure supported our hypotheses. These results have implications for theories on the multi-dimensional nature of the person–environment fit as well as research differentiating LMX and supervisor–subordinate guanxi.