Understanding The Curvilinear Relationships between LMX Differentiation and Team Coordination and Performance

Yang, Shufeng; Wang, Hui; Kirkman, Bradley L.; Li, Ning

doi:10.1111/peps.12115

Cited by 86 publications

(69 citation statements)

References 96 publications

(185 reference statements)

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“…The LMX measure developed in the western cultural context could suffer from potential cultural bias in one's interpretations of the social exchange phenomenon and therefore be vulnerable to cross‐cultural applications. Yet, there is empirical evidence supporting the use of LMX construct (as well as LMX differentiation and LLX constructs) across cultures, including the Chinese context (e.g., Carnevale, Huang, & Paterson, ; Huang, Xu, Huang, & Liu, ; Mackey, Huang, & He, in press; Sui et al, ; Zhou et al, ). Another concern is that there could be other contextual (e.g., collectivistic culture) or individual (e.g., traditionality) factors that might influence the way employees and their narcissistic leaders choose to interact in a leader–follower relationship.…”

Section: Discussionmentioning

confidence: 99%

“…We further propose that LMX differentiation in a group setting is likely to serve as a mediating mechanism through which leader narcissism indirectly influences follower voice. Prior LMX differentiation literature suggests that variability in LMX relationships within a group affects followers' psychological and behavioral outcomes (Erdogan & Bauer, ; Harris, Li, & Kirkman, ; Henderson, Wayne, Shore, Bommer, & Tetrick, ; Herdman et al, ; Liao, Liu, & Loi, ; Liden et al, ; Sui, Wang, Kirkman, & Li, ). Specifically, high LMX differentiation can be considered a dysfunctional condition discouraging employees from engaging in their jobs because it violates the norms of equality (Gooty & Yammarino, ; Herdman et al, ; Li & Liao, ).…”

Section: The Mediating Role Of Lmx Differentiationmentioning

confidence: 99%

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Avoiding or embracing social relationships? A conservation of resources perspective of leader narcissism, leader–member exchange differentiation, and follower voice

2019

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In this study, we draw from the conservation of resources theory and the narcissism literature to examine why and when narcissistic leaders develop and maintain differentiated social relationships with followers in a group setting, therefore demotivating follower voice. Using data from 457 employees and their 95 supervisors working at a large Chinese consulting company, we tested and found support for our hypotheses that leader narcissism had a negative direct effect on employee voice, as well as a negative indirect effect on voice via group-level leader-member exchange (LMX) differentiation. Our findings further showed that leaders' upward exchange, leaderleader exchange (LLX), with their own supervisor moderated the negative indirect effect of narcissism on voice such that this negative indirect effect was stronger in the presence of low leader LLX but turned nonsignificant in the presence of high leader LLX. Theoretical and practical implications of our research are discussed. Limitations and directions for future research are also offered. K E Y W O R D Sleader-leader exchange, leader narcissism, LMX differentiation, voice

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Section: Discussionmentioning

confidence: 99%

Section: The Mediating Role Of Lmx Differentiationmentioning

confidence: 99%

Avoiding or embracing social relationships? A conservation of resources perspective of leader narcissism, leader–member exchange differentiation, and follower voice

2019

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“…Research has shown that a lack of leader monitoring efforts can cause a team to go into a purposeless situation, where members drift and ultimately lose track of their mission (Langfred, ; Larson & Callahan, ). When leaders put less effort into structuring team goals as well as into individual subgoals, it is also less likely that team members will synchronize their individual actions and sequence their contributions with team goal accomplishments (Sui, Wang, Kirkman, & Li, ). Without specific directions from the leader, team members may be unaware of situational changes occurring both inside and outside the team, or they may even interpret situational information erroneously.…”

Section: Studymentioning

confidence: 99%

The curvilinear effect of benevolent leadership on team performance: The mediating role of team action processes and the moderating role of team commitment

Rubenstein

Lin

et al. 2018

Personnel Psychology

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Leaders are encouraged to show benevolence to followers in paternalistic cultures. Yet, there remains debate about whether the influence of increasingly benevolent leadership on follower outcomes is linearly favorable. Grounded in the too‐much‐of‐a‐good‐thing effect and resource allocation theory, we developed and tested a model considering a potential curvilinear relationship between benevolent leadership and team performance while also examining the mediating role of team action processes. We further reasoned that this curvilinear indirect effect would be moderated by team commitment, which could neutralize the diminishing performance returns resulting from excessive benevolent leadership. To test these ideas, we carried out two studies. In the first study, multisource and time‐lagged data collected from 381 employees working in 104 research and development teams showed that benevolent leadership exhibited an inverted U‐shaped relationship with team performance, but this curvilinear relationship disappeared in teams with high team commitment. In the second study, we replicated and extended our results using a sample of 417 employees from 101 hotel management teams of a large hotel chain. Specifically, we found an inverted U‐shaped relationship between benevolent leadership and team action processes, which mediated the inverted U‐shaped relationship between benevolent leadership and team performance. Moreover, this indirect curvilinear effect only held in teams with low team commitment. We discuss the implications of our findings for both theory and practice.

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“…7. Will neuroscience tools help to leverage the team's diverse capabilities to build a high--performance team [Sui et al 2016]? 8.…”

Section: Resultsmentioning

confidence: 99%

The behavioral preferences of leaders and team performance – the notions of neuroleader and neuroorganisation

Korzeniewska

2017

amme

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The article presents the interactions between behavioral preferences of a leader and the factors of a high-performance team. A total of 476 interactions were identified using a cross-impact matrix featuring the behavioral factors of the leader and 25 factorial factors. On this basis, the most useful features of the leader are identified and the definitions of neuroleader and neuroorganization developed. Interacted studies have shown that the neuroleader leading the organization toward neuroorganization prefers behavior that is characteristic for people who are particularly developed in the right hemisphere (blue and green, in PRISM terminology). The article presents the characteristics of “blue” and “green” leaders. The results of the present research may provide an introduction to a broader study of the influence of behavioral characteristics on team performance. It would be revealing to conduct research on a larger number of companies in order to find correlations between high team performance and the behavioral preferences of team members and leaders. The author want to take up these questions in further research on high performance in neuroscience. These studies will enhance the knowledge of management, decision making and human behavior in teams and organizations.

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Understanding The Curvilinear Relationships between LMX Differentiation and Team Coordination and Performance

Cited by 86 publications

References 96 publications

Avoiding or embracing social relationships? A conservation of resources perspective of leader narcissism, leader–member exchange differentiation, and follower voice

Avoiding or embracing social relationships? A conservation of resources perspective of leader narcissism, leader–member exchange differentiation, and follower voice

The curvilinear effect of benevolent leadership on team performance: The mediating role of team action processes and the moderating role of team commitment

The behavioral preferences of leaders and team performance – the notions of neuroleader and neuroorganisation

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