Leveraging leader–leader exchange to enrich the effect of leader–member exchange on team innovation

Abstract

<jats:title>Abstract</jats:title><jats:p>In this study, I propose supervisors’ upward leader–leader exchange relationships as an important boundary condition for the relationship between average leader–member exchange (LMX) relationships and a climate for innovation support at the group level. Specifically, I argue that the effect of resource spillover to poor-LMX subordinates within a work group is an important mechanism that leads to the development of a climate that supports innovation. I test the hypothesized moderated-mediation model by using multisource and multiwave data collected from 590 employees and 75 supervisors. The findings indicate that the indirect effect of team LMX relationships on team effectiveness via a climate for innovation support is more positive under high conditions of leader–leader exchange, whereas the effect is less positive under low conditions of leader–leader exchange. Implications and limitations relevant to developing research around LMX and innovation are addressed.</jats:p>

Leader–member exchange as a mediator of the relationship between authentic leadership and employee creativity

“…Given the barriers to employee creativity, it is clear that the leader is an important actor in creating a positive organizational climate and overcoming obstacles (Hon et al, 2013). The supportive attitudes and behaviors exhibited by the leaders play a critical role in solving the problems experienced by the employees during the creative process and in creating the climate required for creativity (Yang, 2020). Supporting the literature, Crossan and Apaydin (2010) examined the studies on creativity and innovation conducted in the last 27 years and emphasized the importance of leadership as one of the three main determinants of creativity (business processes, managerial levers, and leadership).…”

“…The positive attitude of the authentic leader toward different opinions and suggestions among the employees, and the tendency to create a more constructive atmosphere instead of applying punishment in case of mistakes create a positive organizational climate for employee creativity (Toor & Ofori, 2008). In such a positive organizational climate, employees do not hesitate to display creative behavior by manifesting their creative personalities (Yang, 2020). Research has indicated that a supportive organizational climate is indispensable for employees to display creative behaviors (Akgunduz, Alkan, & Gök, 2018).…”

“…LMX theory is a leadership theory that focuses on the interaction between the leader and employees. The theory states that once a high-quality LMX is provided between the employee and the leader, mutual trust and respect will eventuate, and thereby, the employee will receive more support from the leader (Kim & Barak, 2015;Yang, 2020;Zhang et al, 2016). The support that LMX provides to employees is contemplated as an essential resource for increasing creativity.…”

“…In this process, the leader assumes a critical role to encourage and nurture creativity in employees. In addition, the organizational climate created by the leader has a decisive influence when confronted with the fear of change and criticism, which potentially hinders employee creativity (Yang, 2020). For this reason, the importance of leadership has been extensively accentuated in the literature on hospitality industry (Dhar, 2016;Şeşen, Sürücü, & Maslakçı, 2019).…”

“…However, the leader-member exchange (LMX) theory, which focuses on bilateral relations, asserts that a leader can establish relationships with employees in two different ways, namely in-group and out-of-group, as a result of factors such as individual characteristics, limited resources, and time pressure (Zhang, Chen, & Zhao, 2016). According to the theory, in-group members (highquality) have more contact with the leader, while out-group members (low-quality) have a relatively formal relationship with their leader (Thirlwall, 2015;Yang, 2020;Zhang et al, 2016). In this context, LMX characterizes a dual process that reflects the leaders' varying levels of relationship with their employees.…”