Economic and social leader–member exchange relationships and follower performance

Kuvaas, Bård; Buch, Robert; Dysvik, Anders; Hærem, Thorvald

doi:10.1016/j.leaqua.2011.12.013

Cited by 101 publications

(210 citation statements)

References 58 publications

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“…Bollen, 1989;Muthén, 1989). We followed Kuvaas, Buch, Dysvik, and Haerem (2012) and estimated a multiple indicator multiple causes (MIMIC) model to control for sample heterogeneity when performing the CFA. Because "ordinal variables are not continuous and should not be treated as if they are" (Jöreskog, 2005, p.…”

Section: Analysesmentioning

confidence: 99%

Incivility is (not) the very essence of love: Passion for work and incivility instigation.

Birkeland¹,

Nerstad²

2016

Journal of Occupational Health Psychology

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This study explored the relationship between obsessive passion for work and incivility instigations, as well as the moderating role of a mastery motivational climate. A longitudinal, three-wave study was conducted among 1,263 employees from a large Norwegian workers' union across a 10-month time span. The results show that obsessive passion for work relates positively to incivility instigations and that this relationship is stable over time. Building on the person-environment fit perspective, we find that the relationship between obsessive passion for work and incivility instigations is stronger for employees with both high levels of obsessive passion and high perceptions of a mastery climate. Our results underline the importance of considering not only the individual in his/her context, but also of considering the match between the individual's values and the contextual values.

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Section: Analysesmentioning

confidence: 99%

Incivility is (not) the very essence of love: Passion for work and incivility instigation.

Birkeland¹,

Nerstad²

2016

Journal of Occupational Health Psychology

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“…To date, however, LMX research has focused on the social exchange relationship by and large and has not included the separate dimension of the economic exchange relationship developed and measured by Shore et al (2006). Recently, however, Kuvaas et al (2012b) contributed to the LMX literature by developing and measuring the transactional exchange dimension of dyadic leader-member exchange in the form of ELMX.…”

Section: Theory and Hypothesesmentioning

confidence: 99%

“…Rather, the exchanges rest on downward influence, formal status differences, and discrete agreements, and they demand repayment within a particular time period (Kuvaas et al, 2012b). Furthermore, employees' motivation to donate knowledge in ELMX relationships would probably be more instrumental, and knowledge-sharing will more likely be considered as extra-role behavior that needs to be rewarded.…”

Section: Introductionmentioning

confidence: 99%

Knowledge donating and knowledge collecting

Dysvik

Buch²,

Kuvaas³

2015

Leadership &Amp; Organization Development Journal

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Knowledge donating and knowledge collecting: The moderating roles of social and economic LMX AbstractPurpose: This study investigated whether the relationship between employees' knowledgedonating and managers' knowledge-collecting is moderated by social leader-member exchange (SLMX) and economic leader-member exchange (ELMX).Design/methodology/approach: Data were obtained from 227 employee-leader dyads from four Norwegian organizations. Hierarchical moderated regression was used to test the hypotheses.Findings: Even though we observed a positive relationship between employees' knowledgedonating and managers' knowledge-collecting, the moderation analysis revealed a positive relationship only for high levels of SLMX relationships. Research limitations:The data were cross-sectional, thus prohibiting causal inferences.Practical implications: SLMX relationships may be particularly important for the facilitation of knowledge exchange. Managers may draw on this finding to develop their relationships with employees by means of relationship-oriented behaviors.Originality/value: Given the importance of knowledge-sharing processes, a better understanding of the conditions under which knowledge-donating related to knowledgecollecting is particularly important. The present study advances knowledge on SLMX and ELMX relationships by demonstrating how SLMX moderates the association between knowledge-donating and knowledge-collecting.

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“…Accordingly, in responding to calls for research integrating the transformational leadership and LMX literatures (Gerstner & Day, 1997;Graen & Uhl-Bien, 1995;Howell & Hall-Merenda, 1999), we intend to contribute to research on laissez-faire (destructive) leadership by providing an explanation for the negative relationships between laissez-faire and affective organizational commitment, work effort, and OCB. Second, Kuvaas, Buch, Dysvik, and Haerem (2012) found that an ELMX relationship negatively related to subordinates' work performance and organizational citizenship behaviors. Such findings call for more research on potential antecedents to an ELMX relationship.…”

Section: Introductionmentioning

confidence: 98%

The Destructiveness of Laissez-Faire Leadership Behavior

Buch

Martinsen

Kuvaas

2014

Journal of Leadership & Organizational Studies

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This study examined the mediating role of economic leader-member exchange (ELMX) on the negative associations between laissez-faire leadership and affective commitment, self-reported work effort, and self-reported organizational citizenship behavior (OCB). Two samples were used. Study 1 consisted of 199 employees from an international high-technology manufacturing organization. Study 2 consisted of 197 employees from an international private security firm. Both studies supported a positive association between laissez-faire leadership and an ELMX relationship. Study 1 showed that ELMX fully mediated the negative association between laissez-faire leadership and affective commitment. Study 2 showed that ELMX fully mediated the negative association between laissez-faire leadership and self-reported work effort, and partially mediated the negative association between laissez-faire leadership and selfreported OCB. Theoretical and practical implications are discussed.

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Economic and social leader–member exchange relationships and follower performance

Cited by 101 publications

References 58 publications

Incivility is (not) the very essence of love: Passion for work and incivility instigation.

Incivility is (not) the very essence of love: Passion for work and incivility instigation.

Knowledge donating and knowledge collecting

The Destructiveness of Laissez-Faire Leadership Behavior

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