Search results for "leader–member exchange"
showing 3 items of 3 documents
Associations of Job Insecurity With Perceived Work-Related Symptoms, Job Satisfaction, and Turnover Intentions: The Mediating Role of Leader–Member E…
2020
This study wants to examine effects of job insecurity on several work-related outcomes (perceived work-related symptoms, job satisfaction, and turnover intentions) by developing a moderated mediation model. The model emphasizes the role played by the quality of leader–member exchange (LMX) in mediating the relation between perceived job insecurity and outcomes related to work, and the moderating role of perceived organizational support (POS) in influencing the mediation. Survey data from 510 workers at Italian organizations were collected, and regression was used to evaluate the hypotheses. After age, gender, education, and organizational tenure were controlled, results showed that perceive…
The Leader–Member Exchange Theory in the Chinese Context and the Ethical Challenge of Guanxi
2013
The leader–member relationship has been identified as a key determinant of successful working relationships and business outcomes in China. A high-quality leader–member relationship helps managers and employees to meet the demands they face and gives them the opportunity to develop socially, emotionally and morally. Such relationships form the basis of the overall well-being and success of the organisation. This article contributes to relationally oriented leadership theories and more specifically to the leader–member exchange (LMX) theory by examining the theory in the context of Western expatriate managers and Chinese employees in China. The first aim of the study is to analyse the simila…
Inspiriting Innovation: The Effects of Leader-Member Exchange (LMX) on Innovative Behavior as Mediated by Mindfulness and Work Engagement
2021
Continuous innovation has become a key to gaining a sustainable competitive advantage for organizations in the 21st century. By focusing on the underlying mechanisms (i.e., mindfulness and work engagement) by which it works, this study addresses the quality of leader–member relationships and their relevance for innovation in the workplace. Using a sample of 210 employees from 17 Spanish companies, a two-wave longitudinal design evaluated the mediational roles of mindfulness and engagement between leader–member exchange (LMX) quality and innovative work behavior (IWB) in an organizational context. Over the course of a year, two questionnaires were administered to measure LMX quality, mindful…