Transactional Leader–Member Exchange Relationships and Followers’ Work Performance

Buch, Robert; Thompson, Geir; Kuvaas, Bård

doi:10.1177/1548051816630227

Cited by 34 publications

(37 citation statements)

References 52 publications

Supporting

Mentioning

Contrasting

Unclassified

Order By: Relevance

“…We realize, however, that developing SLMX relationships with all followers is not practical because of issues such as span of control, personality differences, differences in background, incongruent values, and so forth (e.g., Buch, Thompson, & Kuvaas, ; Matta & Van Dyne, ). Fortunately, our results imply that there are alternative routes to enabling at least some employee outcomes.…”

Section: Discussionmentioning

confidence: 99%

The role of other orientation in reactions to social and economic leader–member exchange relationships

2018

Self Cite

View full text Add to dashboard Cite

Summary In this study, we investigate, through two study samples, whether relationships between social leader–member exchange (SLMX) and economic leader–member exchange (ELMX) relationships and outcomes differ depending on the followers' level of other orientation or the extent to which they are concerned for the welfare of others. We propose that followers with higher other orientation would respond less negatively to higher levels of ELMX and more positively to higher levels of SLMX because they are less likely to engage in behaviors based on rational and self‐interested calculations. In Study 1 (N = 200), we found that higher other orientation mitigated ELMX's negative relations with affective commitment and turnover intention. In Study 2 (N = 4,518), we both replicated the findings from Study 1 and also found that higher other orientation mitigated ELMX's negative relations with work effort. We also uncovered a weaker positive relationship between SLMX and organizational citizenship behavior for followers with higher other orientation.

show abstract

Section: Discussionmentioning

confidence: 99%

The role of other orientation in reactions to social and economic leader–member exchange relationships

2018

Self Cite

View full text Add to dashboard Cite

show abstract

“…Campbell, et al (1990) [9] have supported the above mentioned, as they affirmed that the employee's performance refers to the "observable things people do that are relevant to the goals of the organization" [10]. This reinforces has recommended to the organizations to adopt flexible goals: the flexible goals extend to enhance performance by overcoming self-satisfaction, and devising new ways of thinking, and enhancing energy [11]. Organizational performance has addressed in this as the dependent construct where actually the research problems are occurred.…”

Section: Introductionmentioning

confidence: 89%

Redesign University Operational Performance through Strategic indicators, and Employees' commitment

Alharthi¹,

Khalifa²,

Bhaumick³

2019

IJITEE

View full text Add to dashboard Cite

The new higher education systems have developed speedily with the standard and worldwide quality. The educational systems have endured long reformation and transformation processes from an old fashioned educational management model that deeply seated in the past to a strategic model. This study purpose is to identify the relationship among strategic planning (SP), organizational commitment (OC), and university operational performance (PERF). This relationship indicates the identifications of UAE universities. A quantitative research approach has followed in this study and survey-based questionnaire was appeared to collect data from universities academic staffs. All together 500 questionnaires was distributed among the staffs and 309 valid questionnaires were collected. Structural Equation Modelling (SEM) is conducted using data from 309 respondents. All study hypotheses were supported. SL is positively predicted OC and PERF. In addition OC mediates the relationship between SL and PERF. Managerial and theoretical implications are introduced.

show abstract

“…Dockery and Steiner (1990), for instance, found that follower ability in the initial phase was one of the strongest predictors of leader LMX. Accordingly, a leader's transactional leadership behavior will probably result in an economic LMX relationship with the follower, which in turn has been found to be detrimental to follower behaviors and attitudes (Buch, Martinsen, et al, 2014;Buch, Thompson, & Kuvaas, 2016;Kuvaas et al, 2012). If follower attitudes and behaviors develop negatively as the process unfolds, the leader will, in turn, lack successful experiences that can increase leader self-efficacy as well as information about what leadership behaviors are appropriate and effective to decrease leader ambiguity.…”

Section: Leader Self-efficacy Leader Role Ambiguity and Lmxmentioning

confidence: 99%

Leader self-efficacy and role ambiguity and follower leader-member exchange

Kuvaas

Buch

2019

LODJ

Self Cite

View full text Add to dashboard Cite

Purpose The purpose of this paper is to investigate whether leader self-efficacy and leader role ambiguity are related to follower leader-member exchange (LMX). In addition, the authors examine whether the relationship between follower LMX and turnover intention will be mediated by need satisfaction. Design/methodology/approach Data were collected using an electronic survey tool filled out by 109 leaders and 696 followers. Findings Leader role ambiguity was positively related to an economic LMX relationship and negatively related to a social LMX relationship. Furthermore, the links between social and economic LMX relationships and turnover intention were mediated by satisfaction of the needs for autonomy and relatedness. Research limitations/implications The main limitation of the study is the cross-sectional nature of the data from the followers. Practical implications Provided that the findings are generalizable organizations should provide role clarification initiatives to leaders with high role ambiguity. Originality/value Despite the centrality of role theory in the development of LMX theory, prior research has not investigated whether the extent to which leaders perceive that they meet the expectations of their leadership roles affects followers’ perception of LMX relationships.

show abstract

Transactional Leader–Member Exchange Relationships and Followers’ Work Performance

Cited by 34 publications

References 52 publications

The role of other orientation in reactions to social and economic leader–member exchange relationships

The role of other orientation in reactions to social and economic leader–member exchange relationships

Redesign University Operational Performance through Strategic indicators, and Employees' commitment

Leader self-efficacy and role ambiguity and follower leader-member exchange

Contact Info

Product

Resources

About