Leader–member exchange (LMX), job autonomy, and creative work involvement

Volmer, Judith; Spurk, Daniel; Niessen, Cornelia

doi:10.1016/j.leaqua.2011.10.005

Cited by 326 publications

(306 citation statements)

References 82 publications

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“…When the quality level of LMX is high, individuals will receive more formal and informal rewards (Sparrowe & Liden 1997), opportunities, autonomy, and more of the leader's time (Graen & Uhl-Bien 1995). In exchange for the aforementioned, employees will feel obligated to contribute to the advancement of the leader's agenda and thereby undertake challenging and difficult tasks (Graham & van Witteloostuijn 2010;Volmer, Spurk & Niessen 2012). This will result in a greater investment of resources in the work domain (Graen & Uhl-Bien 1995).…”

Section: The Interplay Among Individual and Interpersonal Factors Inmentioning

confidence: 99%

“…Employees in high-quality LMX relationships receive more rewards, support, task-related resources, and information about desired behavior from leaders, which is related to receptiveness and support for creative work (Amabile 1988), than those in low-quality LMX relationship (Dienesch & Liden 1986;Graen & Cashman 1975). Thus, when leaders are supportive (Černe, Jaklič & Škerlavaj 2013) and the quality of LMX is high, individuals will be more creative (Volmer, Spurk & Niessen 2012), even in situations when they will experience negative emotions due to low SWFB and high time pressure. In light of the above, we argue that when perceived time pressure is high and SWFB is low, at the same time the quality of LMX relationship has to be high for individuals to be highly creative.…”

Section: H2a: There Is a Three-way Interaction Between Perceived Timementioning

confidence: 99%

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Interactive effects of perceived time pressure, satisfaction with work-family balance (SWFB), and leader-member exchange (LMX) on creativity

Aleksić

Mihelič

Černe

et al. 2017

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Purpose Drawing on role theory, the purpose of this paper is to investigate a curvilinear relationship between employee’s perceived overall time pressure and creativity. Apart from this, it explores a three-way interaction of perceived time pressure, satisfaction with work-family balance (SWFB), and leader-member exchange (LMX) on creativity. Design/methodology/approach The paper reports a quantitative study of 251 employees from a European company. An online survey was used to collect data. The proposed hypotheses were tested using moderated hierarchical regression analysis. Findings Results demonstrate a U-shaped curvilinear relationship between perceived time pressure and creativity. Results further confirm the proposed three-way interaction of perceived time pressure, SWFB, and LMX as joint predictors of creativity. Research limitations/implications The cross-sectional research design limits the ability to demonstrate causality. Moreover, the data were collected from a single source causing concern for common method bias. Nonetheless, recent research suggests that common method bias cannot create an artificial interaction effect. Originality/value This study is one of the rare attempts to examine a curvilinear relationship between perceived time pressure and creativity. Moreover, it contributes to the work-family literature by providing the first empirical examination of the linkage between SWFB and creativity. Furthermore, the authors find a three-way interaction between time pressure, SWFB and LMX, and creativity. These findings broaden our understanding of how personal and contextual factors interact to foster creativity.

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Section: The Interplay Among Individual and Interpersonal Factors Inmentioning

confidence: 99%

Section: H2a: There Is a Three-way Interaction Between Perceived Timementioning

confidence: 99%

Interactive effects of perceived time pressure, satisfaction with work-family balance (SWFB), and leader-member exchange (LMX) on creativity

Aleksić

Mihelič

Černe

et al. 2017

View full text Add to dashboard Cite

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“…In the study by Nekoeimoghadm et al (2010), senior and middle managers of educational hospitals in Kerman mostly used employee-oriented leadership style [12]. Leadership style is a collection of attitudes, attributes, and skills of managers which is formed based on the values, trust in employees, leadership tendencies, security feeling in different situations, and appropriate leadership style is shaped based on specific conditions, special situations, and the culturing governing the organization [19]. In fact, the situation and conditions are the main determinants of leadership effectiveness [4].…”

Section: Resultsmentioning

confidence: 99%

“…According to the findings in the current study, there was no significant statistical relationship between leadership style and career independence. Volmer et al (2012) in their studies showed that there is relationship between leadership style and career independence [19]. Ng and Feldman (2015) concluded that career independence has positive relationship with job performance and its outcome, and negative relationship with the organizational obstacles and limitations [20].…”

Section: Resultsmentioning

confidence: 99%

The Relationship between Leadership Style of Head Nurses and Career Independence of Nurses in Educational Hospitals of Hamadan University of Medical Sciences

2017

Int. J. Adv. Res. Biol. Sci

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Leadership is one of the most important aspects of management that plays an important role in the effectiveness of organizations and has different styles. Job independence, the degree to which the occupation creates individual freedom, independence and power of comment on the timing of the work and the necessary work in the development process as well as leadership styles may influence it. The purpose of this study was to investigate the relationship between leadership style of head nurses and career independence in nurses. This descriptive research is correlational. In this study, 240 nurses were selected by stratified random sampling method out of the nurse community in medical education centers. A standard questionnaire of leadership style and career independence was used to collect data. SPSS software version 16.0, Pearson correlation coefficient and Kruskal-Wallis test were used to analyze the data. The mean score and standard deviation of leadership style used by managers from nurses' point of view was relationship-oriented leadership style (86.92 and 16.76), task-oriented leadership style (50.45 and 7.62) and synthetic leadership style (60.60 and 3.3), respectively. The mean score and standard deviation of nurses' career independence were 2.4 53 and 0.496. The mean and standard deviation of career independence scores in the task-oriented leadership style were the highest (13.16 and 2.23). Head nurses prefer the relationship-oriented leadership style. Career independence scores were highest in the task-oriented leadership style. Managers should choose appropriate leadership styles based on the different situations to provide the ground for nursing staffing independence.

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“…Dalam kondisi autonomi kerja rendah, individu memiliki sedikit kontrol atas bagaimana untuk melakukan tugas (Zhou, 1998). Rendahnya autonomi kerja membatasi pilihan cara dan metode kerja (Volmer et al, 2012). Dalam kondisi ini, pengaruh dukungan rekan kerja pada kreativitas karyawan akan menjadi rendah.…”

Section: Peran Pemoderasi Autonomi Kerjaunclassified

Pengaruh dukungan rekan kerja pada kreativitas karyawan dengan autonomi kerja dan efikasi-diri kreatif sebagai pemoderasi

Marasabessy

Santoso

2014

jsb

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This research aims to examine the effect co-worker support to employee creativity, the effect moderating of task autonomy and creative self efficacy for the effect co-worker support to employee creativity. Object of this study is employees who work in the television company in Yogyakarta and Bandung. The data are collected by using questionnaires, distributed to employees working on a division production within the television company. 131 questionnaires are collected and analyzed using Moderated Regression Analysis (MRA) to test the hypothesis with SPSS version 16. The results of this study shows that co-worker support has positive effect to employee creativity, while task autonomy do not evidence to moderate positive influence on co-worker support to employee creativity, and creative self-efficacy also do not moderate the positive effect of co-worker support to employee creativity.Keywords : co-worker support, task autonomy, creative self-efficacy, employee creativity Abstrak Penelitian ini bertujuan untuk menguji pengaruh dukungan rekan kerja pada kreativitas karyawan, pengaruh pemoderasian otonomi kerja dan efikasi diri kreatif pada pengaruh dukungan rekan kerja terhadap kreativitas karyawan. Obyek penelitian ini adalah karyawan yang bekerja di perusahaan pertelevisian di Yogyakarta dan Bandung. Data dikumpulkan menggunakan kuesioner, didistribusikan ke karyawan yang bekerja pada divisi produksi di perusahaan pertelevisian. 131 kuesioner berhasil dikumpulkan dan dianalisis menggunakan Moderated Regression Analysis (MRA) untuk menguji hipotesis dengan aplikasi SPSS versi 16. Hasil penelitian ini menunjukkan bahwa dukungan rekan kerja berpengaruh positif pada kreativitas karyawan, sedangkan otonomi kerja tidak terbukti memoderasi pengaruh positif dukungan rekan kerja pada kreativitas karyawan dan efikasi diri kreatif pun tidak memoderasi pengaruh positif dukungan rekan kerja pada kreativitas karyawan.

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Leader–member exchange (LMX), job autonomy, and creative work involvement

Cited by 326 publications

References 82 publications

Interactive effects of perceived time pressure, satisfaction with work-family balance (SWFB), and leader-member exchange (LMX) on creativity

Interactive effects of perceived time pressure, satisfaction with work-family balance (SWFB), and leader-member exchange (LMX) on creativity

The Relationship between Leadership Style of Head Nurses and Career Independence of Nurses in Educational Hospitals of Hamadan University of Medical Sciences

Pengaruh dukungan rekan kerja pada kreativitas karyawan dengan autonomi kerja dan efikasi-diri kreatif sebagai pemoderasi

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