Leader–member exchange, organizational identification, and job satisfaction: A social identity perspective

Loi, Raymond; Chan, KH; Lam, L.

doi:10.1111/joop.12028

Cited by 178 publications

(193 citation statements)

References 114 publications

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“…Both LMX and OID have been extensively investigated, but little has been known about the relationship between the two. A recent study found that the quality of leader-follower relationship is crucial to reinforce employee's identification to the organization, and called for more studies to robust the linkage between them [10]. Our study not only supports the linkage between LMX and OID, but also complements and extends their work by showing that WFE is an important mediation mechanism through which LMX influences OID.…”

Section: Discussionsupporting

confidence: 84%

“…Given that supervisor-subordinate relationship is the basic work unit within the organization and employees often view their supervisors as agents of the organization, the quality of LMX is crucial for employees' identification to their working organization [10]. Employees with high-quality LMX will be assigned important duties and responsibilities, and have better career development within the organization.…”

Section: Lmx and Oid: Wfe As A Mediatormentioning

confidence: 99%

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The Association among Leader-member Exchange, Work-to-family Enrichment and Organization Identification

Ma¹,

Qiu

2016

Proceedings of the 2016 International Conference on Humanities and Social Science

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Abstract. This study examined a model that links leader-member exchange (LMX) relationship and employee organization identification (OID) through the mediating mechanism of work-to-family enrichment (WFE). Data from a sample of 179 employed working adults in China demonstrated that LMX was positively related to both WFE and OID. LMX and WFE were negatively related to OID. And WFE partially mediated the relationship between LMX and OID. Implications for research and practice are discussed.

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Section: Discussionsupporting

confidence: 84%

Section: Lmx and Oid: Wfe As A Mediatormentioning

confidence: 99%

The Association among Leader-member Exchange, Work-to-family Enrichment and Organization Identification

Ma¹,

Qiu

2016

Proceedings of the 2016 International Conference on Humanities and Social Science

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“…In the process of social exchange, the perception of oneness with or belongingness in an organization (i.e., OI) (Loi et al, 2014) and the psychological bond of the employee with the organization (i.e., OC) (Joo 2010;Porter et al, 1974) are enhanced. Therefore, we propose the following hypotheses:…”

Section: Lmxmentioning

confidence: 99%

Internal Marketing Based on the Hierarchy of Effects Model for the Life Insurance Industry

Hsu¹

2016

IBR

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The purpose of this study is to identify the extent to which ethical climate, leader-member exchange, and role clarity can be employed as business levers in internal marketing; the relationships among them are investigated using a conceptual model based on the hierarchy of effects model. From several major life insurance firms in Taiwan, 644 life insurance salespeople formed the basis of the empirical analysis in this study. Ethical climate is not only a feasible business practice for implementing internal marketing but also a basis for other managerial activities concerning internal marketing. Managerial activities arousing salespeople's perceptions of ethical climate, leader-member exchange, and role clarity may be useful in enhancing their job satisfaction, and in strengthening the organizational identification and organizational commitment of their salespeople. This study extends the internal marketing literature both by applying the principles of the hierarchy of effects model to internal marketing, and by examining the effects of ethical climate, leader-member exchange, and role clarity on job outcomes within such a context.

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“…This means then that some leader-follower dyads will be characterised by high-quality exchanges (e.g., mutual liking, trust, and respect) whereas these aspects will be neglected (or simply do not exist) in low-quality exchanges (Loi, Chan & Lam, 2014;Loi, Mao & Ngo, 2009). One implication of this state of affairs is that employees in the former situation are likely to feel happier at work than those in the latter.…”

Section: Social Identity As a Byproduct Of Communicationmentioning

confidence: 99%

“…In particular, studies show that due to resource constraint, only a select number of leader-follower dyads are characterised by high-quality exchanges, and that, when they occur, these promote mutual liking, trust, and respect and thus serve to enhance employee satisfaction and wellbeing (Loi, Chan & Lam, 2014;Loi, Mao & Ngo, 2009). Indeed, this logic might apply to confidential information which is by definition not widely shared and exclusive.…”

Section: H3: That When Participants Receive Confidential Rather Than mentioning

confidence: 99%

A social identity perspective on the management of confidential information in organisational contexts

Singh¹

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No organisation or profession can succeed without confidentiality. There can be no healthcare, legal representation, research, journalism or even nations without confidentiality and the trust that underpins it. Yet despite the critical role confidentiality plays in all these professions, managing confidentiality is recognised as an increasingly difficult challenge in the modern world. For this reason, gaining an understanding of the psychological processes that feed into the management of confidential information is more vital than ever. To date, it is clear that psychologists have paid little attention to the group processes that are implicated in people's willingness to preserve, or else violate, confidentiality. Relatedly, it is apparent that there is little investigation of whether, and to what extent the exchange of confidential information is implicated in people's development of a shared identity. This suggests that the social dimensions of confidentiality demand empirical examination -particularly as these relate to the expression and development of shared social identity. This is the goal of this thesis. First, it seeks to provide a conceptual analysis of how and why issues of social identity are both a product of, and a precursor to, understanding confidentiality in the workplace. Second, it presents two studies that support this conceptual analysis. Study 1 shows social identity impacts individuals' management of confidential information; Study 2 shows how the act of sharing confidential information can serve to build a sense of shared social identity.A key conclusion here is that while confidentiality discourse has predominantly taken an individual focus that implicates personal skills or traits as the basis for preserving or breaching confidentiality, I argue that there is a need to also consider the ways in which group dynamics (and the associated identity-related processes) dictate the way confidential information is perceived and acted upon.Theoretical and practical implications are discussed, as well as future directions for the field.iii

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Leader–member exchange, organizational identification, and job satisfaction: A social identity perspective

Cited by 178 publications

References 114 publications

The Association among Leader-member Exchange, Work-to-family Enrichment and Organization Identification

The Association among Leader-member Exchange, Work-to-family Enrichment and Organization Identification

Internal Marketing Based on the Hierarchy of Effects Model for the Life Insurance Industry

A social identity perspective on the management of confidential information in organisational contexts

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