Leader–member exchange and empowerment: Direct and interactive effects on job satisfaction, turnover intentions, and performance

Harris, Kenneth J.; Wheeler, Anthony R.; Kacmar, K. Michele

doi:10.1016/j.leaqua.2009.03.006

Cited by 235 publications

(193 citation statements)

References 45 publications

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Section: Conclusion Discussionsupporting

confidence: 91%

“…According to this, it was found that high quality LMX positively affect job satisfaction; thus the first hypothesis -H 1 , was accepted. This result also confirms previous research; LMX and job satisfaction was found to be positively correlated in previous researches , Harris et al 2009 Dienesch and Liden (1996) stated that high LMX members enjoy high exchange quality relationships as characterized by liking, loyalty, professional respect, and contributory behavior (Ariani 2012).As main purpose of the study, the mediating affect of job satisfaction on relation between LMX and organizational commitment was measured, and it was found that job satisfaction mediates (by 60%) the relationship between loyalty commitment and LMX. Thus, H 5 has been supported.…”

supporting

confidence: 93%

“…Harris et al (2009) made research based on self-rated outcomes of job satisfaction and his findings show that LMX was positively and significantly related to job satisfaction and negatively related to turnover intentions. Gerstner & Day's (1997) meta-analytic findings showed that quality of LMX relationship positively relates to employee task and contextual performance, job satisfaction, and employee turnover intentions (Harris et al 2009). Fisk and Friesen (2012) found that LMX quality have a direct positive impact on employees' levels of job satisfaction.…”

Section: Lmx and Job Satisfactionmentioning

confidence: 99%

See 2 more Smart Citations

What Has Job Satisfaction Got to Do With Employee Commitment a Research Study on LMX and Work Attitudes

Öz¹,

DEREKÖYLÜ²,

BÜYÜKBAY³

et al. 2013

JGSM

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The purpose of the study is determining the effect of both leader-member relations (LMX) and job satisfaction on organizational commitment; taking job satisfaction as mediating factor. According to the analysis it was found that high quality LMX positively affect job satisfaction. Additionally, the three stage of regression analysis between organizational commitment and LMX resulted with LMX affecting loyalty and necessity commitment. As main purpose of the study, the mediating affect of job satisfaction on relation between LMX and organizational commitment was measured, and it was found that job satisfaction mediates (by 60%) the relationship between loyalty commitment and LMX. Moreover, when gender differences in job satisfaction were measured, it was found that female employees have higher job satisfaction level than their male workmates. Implication of the present study is that leaders should be aware of the important linkages between job satisfaction, organizational commitment, and performance. Supervisors need to be aware of how to maximize high LMX relationships among their subordinates. Keywords: LMX, Satisfaction, Commitment INTRODUCTIONLeadership is one of the core topics which frequently discussed and studied in organizational behavior literature. It has begun to be defined in the 1840s, by emphasizing a good leader; "a man, born not made". Later, questions such as; "Who are good leaders?" and "How do good leaders behave?" were investigated with the Ohio State and Michigan State University studies respectively. With the pursue to explain leadership, several theories and approaches were set forth; leaders were attributed with numerous personality traits, defined with several leadership skills, and their behaviors were associated with certain contexts (Northouse, 2013). Nonetheless, as focusing on the leader alone would yield insufficient knowledge on the matter, so researchers focused on the dyadic relationship between the leader and subordinates, whereby proposed the Leader-Member Exchange (LMX) theory. LMX theory, which was initially proposed as Vertical Dyadic Linkage theory, at first focused on the nature of the relations leaders formed with their followers, where later addressed how leader-member relationship (LMX) was related to organizational effectiveness. Among the widely researched topics are the quality of leader-member relationship and its effects on job attitudes; and it was found that, the quality of LMX in the workplace can often affect the entire structure and success of the organization (Mardanov et al. 2008-b). Another widely researched subject is the relationship between employee and manager, which can be crucial for different job attitudes. Burns & Otte's study on LMX theory (1999), claim that the quality of a leader-member dyadic relationship predicts more positive organizational outcomes than the traits or behaviors of supervisors (Mardanov et al. 2008-b). Moreover, LMX is found to be positively related to important organizational behaviors (Harris et al. 2009); in the se...

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Section: Conclusion Discussionsupporting

confidence: 91%

supporting

confidence: 93%

Section: Lmx and Job Satisfactionmentioning

confidence: 99%

See 1 more Smart Citation

What Has Job Satisfaction Got to Do With Employee Commitment a Research Study on LMX and Work Attitudes

Öz¹,

DEREKÖYLÜ²,

BÜYÜKBAY³

et al. 2013

JGSM

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“…Studies have, for example, demonstrated that transformational leadership (Tims, Bakker andXanthopoulou, 2011), charismatic leadership (Babcock-Roberson andStrickland, 2010) and authentic leadership (Walumbwa, Wang, Wang, Schaubroeck and Avolio, 2010) are all directly related to how engaged individuals are with their job. Although no published studies, to our knowledge, have examined leadership as a moderator of the relationship between engagement and employee behaviours, research in other domains has proposed that leadership moderates direct relationships, such as that between fairness perceptions and OCB (Johnson, Truxillo, Erdogan, Bauer and Hammer, 2009) and empowerment and OCB and turnover intentions (Harris, Wheeler and Kacmar, 2009). We build upon these studies and argue that although engaged employees are fully engrossed with their jobs, their direct supervisors may have an important role to play in terms of whether an individual's activated or energetic condition is maximally translated into behavioural outcomes.…”

Section: Leader-member Exchangementioning

confidence: 99%

The link between perceived human resource management practices, engagement and employee behaviour: a moderated mediation model

Alfes

Shantz

Truss

et al. 2013

The International Journal of Human Resource Management

590

586

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Original citation:Alfes, Kerstin, Shantz, Amanda, Truss, Catherine and Soane, Emma (2013) A Moderated Mediation Model AbstractThis study contributes to our understanding of the mediating and moderating processes through which human resource management practices are linked with behavioural outcomes. We developed and tested a moderated mediation model linking perceived human resource management practices to organisational citizenship behaviour and turnover intentions. Drawing on social exchange theory, our model posits that the effect of perceived human resource management practices on both outcome variables is mediated by levels of employee engagement, while the relationship between employee engagement and both outcome variables is moderated by perceived organisational support and leader-member exchange. Overall, data from 297 employees in a service sector organisation in the UK support this model. This suggests that the enactment of positive behavioural outcomes, as a consequence of engagement, largely depends on the wider organisational climate and employees' relationship with their line manager. Implications for practice and directions for future research are discussed.

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“…Various leadership perceptions have been associated with followers intention to quit the organization, such as LMX (e.g. Harris, Wheeler, & Kacmar, 2009), abusive supervision (e.g., Khan, Qureshi, & Ahmad, 2010), and servant leadership (Jaramillo, Grisaffe, Chonko, & Roberts, 2009). However, although there is evidence that leadership attitudes do lead to the development of behavioral intentions; studies have not included leadership attitudes within the wider TPB framework.…”

Section: Prediction Of Behaviormentioning

confidence: 99%

Conceptualizing leadership perceptions as attitudes: Using attitude theory to further understand the leadership process

Lee

Martin

Thomas

et al. 2015

The Leadership Quarterly

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Leadership is one of the most examined factors in relation to understanding employee wellbeing and performance. While there are disparate approaches to studying leadership, they share a common assumption that perceptions of a leader's behavior determine reactions to the leader.The concept of leadership perception is poorly understood in most theoretical approaches. To address this, we propose that there are many benefits from examining leadership perceptions as an attitude towards the leader. In this review, we show how research examining a number of aspects of attitudes (content, structure and function) can advance understanding of leadership perceptions and how these affect work-related outcomes. Such a perspective provides a more multi-faceted understanding of leadership perceptions than previously envisaged and this can provide a more detailed understanding of how such perceptions affect outcomes. In addition, we examine some of the main theoretical and methodological implications of viewing leadership perceptions as attitudes to the wider leadership area. The cross-fertilization of research from the attitudes literature to understanding leadership perceptions provides new insights into leadership processes and potential avenues for further research.

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Leader–member exchange and empowerment: Direct and interactive effects on job satisfaction, turnover intentions, and performance

Cited by 235 publications

References 45 publications

What Has Job Satisfaction Got to Do With Employee Commitment a Research Study on LMX and Work Attitudes

What Has Job Satisfaction Got to Do With Employee Commitment a Research Study on LMX and Work Attitudes

The link between perceived human resource management practices, engagement and employee behaviour: a moderated mediation model

Conceptualizing leadership perceptions as attitudes: Using attitude theory to further understand the leadership process

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