Influence of leader behaviors on the leader‐member exchange relationship

Yukl, Gary; O’Donnell, Mark E.; Taber, Thomas D.

doi:10.1108/02683940910952697

Cited by 146 publications

(136 citation statements)

References 19 publications

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“…The main take-away for managers and organizations is that we encourage the establishment and nurturing of long-term and trusting SLMX relationships in general and for the mutual exchange of knowledge in particular. The development of a long-term and trusting SLMX relationship 24 between managers and their employees can be aided by relationship-oriented behaviors, including delegating, supporting, consulting, and recognizing (Yukl et al, 2009). It may also be aided by reduced status distinctions and by investment in commitment-based human resource (HR) practices.…”

Section: Implications For Practicementioning

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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Section: Implications For Practicementioning

confidence: 99%

Knowledge donating and knowledge collecting

Dysvik

Buch²,

Kuvaas³

2015

Leadership &Amp; Organization Development Journal

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“…That is, they should be more likely to worry more about the balance between what they give and get from the relationship with their supervisor, and more likely to pursue quid pro quo economic exchanges with their supervisor as a preemptive strategy to protect their self interest. In addition, ELMX can be viewed as simple instrumental form of leadership where reward is used as a tool instead of relying on relationship-oriented behaviors, such as recognizing, supporting, delegating, and consulting (Yukl, O'Donnell, & Taber, 2009). Because laissez-faire leaders may lack the personality traits that are typically associated with effective leadership (Derue, et al, 2011), the development of ELMX relationships may represent a viable means for supervisors to deal with their subordinates, as they are unable to lead.…”

Section: Laissez-faire Leadership and Elmx Relationshipsmentioning

confidence: 99%

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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“…At this stage, the leader should provide a realistic preview of the benefits and responsibilities of the relationship. Once hired, a leader should begin the LMX process through communicating mutual work expectations with employees and informing them of behaviours that will be rewarded.Research has established a number of leader behaviours that can improve LMX relationships, including leading by example, recognizing subordinates for their successes, consulting with employees on a variety of work-related matters, and delegating important tasks to employees (Yukl, O'Donnell, & Taber, 2009). Organisations can also facilitate formal training programs that invite both leaders and followers, and focus on an explanation of the LMX process and outcomes, and LMX communication training (Mayfield & Mayfield, 1998).…”

mentioning

confidence: 99%

Work Engagement and Voluntary Absence: The Moderating Role of Job Resources

Shantz¹

2013

AMPROC

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The present study examined the moderating role of job resources, namely, organisational trust, the quality of employees' relationship with their manager, and the motivating potential of jobs, on the negative relationship between work engagement and voluntary absence.Employee survey results and absence records collected from the Human Resources Department of a construction and consultancy organisation in the United Kingdom (n=325) showed that work engagement was negatively related to voluntary absence, as measured by the Bradford Factor. Further, the results showed that organisational trust and the quality of employees' relationships with their line managers ameliorated the negative effect of relatively low levels of engagement on voluntary absence. Theoretical and practical implications of the findings are discussed. ENGAGEMENT VOLUNTARY ABSENCE JOB RESOURCES 2 Work Engagement and Voluntary Absence: The Moderating Role of Job ResourcesResearch has produced staggering estimates of the cost of employee absenteeism to organisations. For instance, the cost of absence amounts to 12.1% of total annual payroll expenses in Canada (Towers Watson, 2012), $74 billion annually in the United States (Conlin, 2007), and approximately £600 per employee each year in the United Kingdom (CIPD, 2010). Aside from the direct cost implications of employee absenteeism for organisations, it also has indirect costs. For instance, absent employees may jeopardise the completion of a project, miss out on opportunities with clients or customers, and/or detract from the effectiveness of others at work (Sagie, Birati, & Tziner, 2002).Although research has identified that a potential antidote to absence is work engagement (e.g., Schaufeli, Bakker, & Van Rhenen, 2009;Soane, Shantz, Alfes, Truss, Rees, & Gatenby, 2013), no research, to our knowledge, has analysed factors that may influence this relationship. The main contribution of the present study lays in the building of theoretical arguments, and an empirical examination of job resources that moderate the relationship between engagement and absence. Specifically, we argue that work engagement and job resources produce a multiplicative effect such that when employees experience high levels of both, employee absenteeism is lowest. For employees who are relatively disengaged, we argue that job resources buffer the negative effect of low levels of engagement on absence.In other words, when engagement is relatively low, job resources may produce a compensatory effect, causing absence levels to be lower than if engagement and the job resource were both absent. AbsenteeismAlthough absence is a complex phenomenon involving the interplay among societal, workplace, and personal factors (e.g., Dekkers-Sánchez, Hoving, Sluiter, & Frings-Dresen, 2008), absence can be classified as either involuntary or voluntary. In other words, employees ENGAGEMENT VOLUNTARY ABSENCE JOB RESOURCES 3 are absent because they are either unable (involuntary absence) or unwilling (voluntary absence) to attend work...

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Influence of leader behaviors on the leader‐member exchange relationship

Cited by 146 publications

References 19 publications

Knowledge donating and knowledge collecting

Knowledge donating and knowledge collecting

The Destructiveness of Laissez-Faire Leadership Behavior

Work Engagement and Voluntary Absence: The Moderating Role of Job Resources

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