Research on Leader-Member Exchange and Work Performance

Abstract

This study was aimed at the relationship model between LMX and work performance. Hypotheses mode was set up, and Chinese edition of LMX scale, team cohesion scale and team performance evaluation scale were used in this paper. 342 survey questionnaires were sent and 231 valid accounting for 67% of the total were received, the samples came from many industries, such as finance, energy, scientific research, IT and telecommunications, representing the state-owned, joint ventures, and private enterprises. Then, multiply stepwise regression, intermediary effect and regulatory effect analysis are used. Through those studies, we found that LMX had significantly positive effects on work performance and the team type and team cohesion affected the relationship between LMX and work performance as regulation variable and intermediary variable respectively. The follows also be found that in order to achieve performance targets, managers should strengthen exchange and communication with staff, care for members' feeling and special needs, show their care and support and build harmony subordinate relationship to promote team cohesion and work performance with good LMX.

Principals’ Transformational Leadership and Kindergarten Teachers’ Career Calling: The Mediating Roles of Organizational Identification and Leader-Member Exchange

“…Moreover, our study found that the exchange quality between principals and teachers would also mediate the effect of principals' TFL on teachers' career calling. This result is consistent with prior studies which found the positive effect of principals' TFL on teachers' LMX (e.g., Vermeulen et al, 2022) and the positive association between LMX and career calling (e.g., L. L. Zhang, Ma, et al 2017).…”

“…Experiences of meaning and prosocial orientation are essential to career calling (Dik et al, 2012). Furthermore, direct empirical evidence exists that LMX can positively predict followers' career calling (L. L. Zhang, Ma, et al, 2017).…”

The impact of social media use for communication and social exchange relationship on employee performance

“…As the most significant factor of work performance, the behavior of leaders directly affects subordinate work attitude, objectives and behavior, so LMX is vital to improving employee work performance targets (Zhang et al, 2009;Marstand et al, 2017). In high-quality LMX relationships, leaders and members become increasingly interdependent, and their relationships are characterized by higher degrees of mutual trust, reciprocity and obligation (Schriesheim et al, 1999;Goh and Wasko, 2012).…”

“…The subordinates' work-related problems will be overcome with the support and backing of leaders, thus contributing to their satisfaction enhancement (Janssen and Van Yperen, 2004;Marstand et al, 2017), which ultimately promotes the task and relationship performance (Schriesheim et al, 1999). Zhang et al (2009) indicated that high-quality leader-member relationships can be gradually transformed into subordinates' joint dedication to work objectives and their willingness to achieve better job performance. It is speculated that a leader could cultivate high-quality vertical relationships with all of his or her subordinates, and the extent to which the subordinate is successful could influence job performance (Naidoo et al, 2008;Marstand et al, 2017).…”

“…3.7 Mediating effects of leader-member exchange and team-member exchange SMUVC can help employees better understand their common goals Shih et al (2013), thus contributing to the development of a trusting relationship among leaders and subordinates and consequently strengthening LMX. The high-quality LMX relationships can encourage employees to achieve their work objectives and better job performance Zhang et al (2009). Furthermore, SMUHC can facilitate information and resource sharing among employees (Davison et al, 2014), which can subsequently help contribute to the formation of TMX relationships.…”