How Followers' Unethical Behavior is Triggered by Leader-member Exchange: the Mediating Effect of Job Satisfaction

Liu, Songbo; Lin, Xiaoshuang; Hu, Wen

doi:10.2224/sbp.2013.41.3.357

Cited by 19 publications

(29 citation statements)

References 30 publications

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“…The increment in the percentage of variance being explained by LMX and job satisfaction to 42.8% further reaffirmed that when employees with high satisfaction were always thankful to the organization and were likely to produce positive behaviors such as OCB as a gesture of "pay back" the organization. This finding was also congruent with that in non-Western context based on the findings by Kasemsap (2013) in textile factories operating in Thailand, Songbo et al (2013) and Cheung and Wu (2013) in Chinese firms which these researches found the positive mediating effect of job satisfaction in improving employees work outcomes.…”

Section: Discussionsupporting

confidence: 88%

Elevating Organizational Citizenship Behavior among Local Government Employees: The Mediating Role of Job Satisfaction

Ibrahim¹,

Ghani²,

Salleh³

2013

ASS

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Local Government being the third-tier in Malaysian government has been identified as one of the government agencies mandated to drive the economic growth and development of a particular district and its residents. For years, local governments have been plagued with public complaints as the issues of inefficiency of service quality and service delivery has yet to meet the expectation of the public. Thus, the objectives of this study were to explore the extent to which the quality of leader-member exchange (LMX) affected the subordinates' organizational citizenship behaviors' (OCB) and job satisfaction as well as the role of job satisfaction in mediating this relationship. Data from a sample of 212 employees of local government through a structured questionnaire using disproportioned stratified sampling procedure were used to examine the hypothesized model. Result proved that, after controlling for selected demographic variables, the quality of LMX has a positive impact towards the subordinates exhibiting citizenship behavior and their level of job satisfaction. Furthermore, the finding confirmed that job satisfaction partially mediated the relationship between LMX and citizenship behavior. In conclusion, to fulfill the mandated objectives and to instill public confidence towards efficiency of the various services provided by the local government, fostering quality dyadic relationship and improving satisfaction among the workforce should be given priority as these elements have proved to be significant in elevating the citizenship behavior among the local governments' employees.

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Section: Discussionsupporting

confidence: 88%

Elevating Organizational Citizenship Behavior among Local Government Employees: The Mediating Role of Job Satisfaction

Ibrahim¹,

Ghani²,

Salleh³

2013

ASS

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“…Though these companies and participants represented various backgrounds in China, future studies are still needed to examine whether or not our findings can be replicated or extended outside China or in other organizational contexts. Third, more attention should be paid to the relationship between LMX and negative organizational behaviors (Liu, Lin, & Hu, 2013). Future researchers could explore the mediating effect of identification on the relationship between LMX and negative attitude and behavior, such as workplace deviant behavior.…”

Section: Discussionmentioning

confidence: 99%

Leader-Member Exchange and Organizational Citizenship Behavior: the Roles of Identification with Leader and Leader's Reputation

Huang

Wang²,

Xie

2014

soc behav pers

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We used identification theory to develop a model of the processes linking leader-member exchange (LMX) to organizational citizenship behavior. Using a sample of 262 supervisorsubordinate dyads collected in China, we found that followers' identification with the leader mediated the influence of LMX on organizational citizenship behavior. We also found that perceived group leader's reputation moderated the relationship between LMX and identification with the leader, in that the relationship was stronger for individuals scoring high on perceived group leader's reputation than it was for those scoring low. Implications for research and practice are discussed.

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“…The quality of the leader-member exchange (LMX) relationship between leaders and followers (Dienesch and Liden, 1986;Graen and Uhl-Bien, 1995;Settoon et al, 1996) appears to play a prominent role in preventing employee unethical behavior. Under the assumption that followers aim to positively reciprocate high-quality LMX relationships, initial studies have demonstrated that LMX is negatively related to self-serving behaviors such as deviance, counterproductive work behaviors, and withdrawal (Gerstner and Day, 1997;El Akremi et al, 2010;Liu et al, 2013;Jawahar et al, 2018).…”

Section: Introductionmentioning

confidence: 99%

“…In these recent studies, followers are assumed to use pro-leader unethical behaviors to positively reciprocate the benefits they receive from their leaders in high-quality LMX relationships. As such, this positive reciprocity mechanism is used in research to explain both why high-quality LMX relationships demotivate (El Akremi et al, 2010;Liu et al, 2013;Jawahar et al, 2018) and motivate (Umphress et al, 2010;Bryant and Merritt, 2019) unethical behaviors. That is, the negative effects of LMX on self-serving unethical behavior and its positive effects on other-serving unethical behavior are assumed to be driven by the same motivational mechanism of positive reciprocity.…”

Section: Introductionmentioning

confidence: 99%

The Dark Side of Relational Leadership: Positive and Negative Reciprocity as Fundamental Drivers of Follower’s Intended Pro-leader and Pro-self Unethical Behavior

et al. 2020

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In this study, we use a social exchange perspective to examine when [i.e., high-vs. low-quality leader-member exchange (LMX)], why (i.e., positive vs. negative reciprocity), and how (i.e., pro-leader vs. pro-self unethical behavior) followers consider unethical behavior that either benefits the leader or the self. Across an experimental and a time-split survey study, we find that high-quality LMX relationships motivate pro-leader unethical intention as a means to satisfy positive reciprocity motives, and that lowquality LMX relationships motivate pro-self unethical intention as a means to satisfy negative reciprocity motives. Importantly, our studies demonstrate that it is crucial to incorporate both positive and negative reciprocity motives when studying the effects of LMX. Implications of these results for social exchange theory, LMX, and the broader literature of (self-and other-serving) unethical behavior are discussed.

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How Followers' Unethical Behavior is Triggered by Leader-member Exchange: the Mediating Effect of Job Satisfaction

Cited by 19 publications

References 30 publications

Elevating Organizational Citizenship Behavior among Local Government Employees: The Mediating Role of Job Satisfaction

Elevating Organizational Citizenship Behavior among Local Government Employees: The Mediating Role of Job Satisfaction

Leader-Member Exchange and Organizational Citizenship Behavior: the Roles of Identification with Leader and Leader's Reputation

The Dark Side of Relational Leadership: Positive and Negative Reciprocity as Fundamental Drivers of Follower’s Intended Pro-leader and Pro-self Unethical Behavior

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