Resource-Based Contingencies of When Team–Member Exchange Helps Member Performance in Teams

Farh, Crystal I. C.; Lanaj, Klodiana; Ilies, Remus

doi:10.5465/amj.2014.0261

Cited by 58 publications

(73 citation statements)

References 69 publications

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“…An employee's social network at work consists of parallel relationships with the leader and their peers. There is empirical evidence to support the notion that relationships with the leader and co-workers complement and play an equally important role in influencing multiple attitudinal and task performance indicators in the work environment [45,46]. Farh, Lanaj and Ilies [45] found that TMX can enhance performance even when the quality of resources provided by the leader is low.…”

Section: The Moderating Role Of Tmx On the Relationship Between Servamentioning

confidence: 98%

Servant Leadership and Innovative Behaviour: An Empirical Analysis of Ghana’s Manufacturing Sector

2019

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In the competitive global market, innovation is vital to a firm’s longevity. To this end, organisations seek new and alternative ways to motivate employee innovation. This study examines the role of servant leadership as an antecedent to innovation. Drawing on the social identity model, this study examines the effect of servant leadership, team-member exchange (TMX) and perceived insider status on employee innovative behaviour. Primary data were collected from six manufacturing companies in Ghana. Using a sample of 213 employees and their immediate supervisors, a confirmatory factor analysis was conducted to test the discriminant validity of our measurement model. Hierarchical multiple regression was then used to determine direct and interaction effects, followed by bootstrapping tests to identify mediation and moderated mediation effects. The results showed that servant leadership and TMX are significantly related to perceived insider status. The bootstrapping indirect test and Sobel test demonstrated that perceived insider status mediates the relationship between servant leadership and innovative work behaviour. Moreover, the mediated relationship is only significant when TMX is low. This study empirically validated servant leadership as an antecedent to employee innovative behaviour. The findings demonstrated that perceived insider status is a mediating mechanism in this relationship, with TMX as its boundary condition.

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Section: The Moderating Role Of Tmx On the Relationship Between Servamentioning

confidence: 98%

Servant Leadership and Innovative Behaviour: An Empirical Analysis of Ghana’s Manufacturing Sector

2019

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“…In the symbiosis stage, newly hired executives already realized embeddedness in a new environment; to achieve long-term career development, they should pay attention to the performance improvement at the team level. In interdependent team settings, employees may need to develop strong social exchange relationships with their teammates, which are marked by the mutual exchange of desirable resources and a heightened sense of team commitment and trust [49]. Hence, team members can be motivated to reciprocate the benefits they receive with higher identification with colleagues and increased citizenship behavior benefiting the collective [50,51].…”

Section: Symbiosis Stagementioning

confidence: 99%

Sustainable Career Development of Newly Hired Executives—A Dynamic Process Perspective

Chen

et al. 2020

Sustainability

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While prior literature indicated the positive outcomes of successful executive successions for both individuals and organizations, we still know little about the influencing factors and mechanisms of successful executive successions from the individual perspectives of newly hired executives. As prior research of executive succession suggested to consider the contextual change on the entire duration of executive employment, we adopted a qualitative research design to explore important experiences in the process of career development after an executive, who was newly hired from outside the company, joined a new organization with a dynamic perspective. Our goal was to help newly hired executives realize their career development process with key tasks and core competencies in distinct stages, in order to achieve sustainable career development in a new enterprise. There are also implications for enhancing process-oriented career development research and advancing career-development managerial practices.

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“…However, in a group where most members are low or average in cognitive ability, one person with high problem-solving ability can make a big difference. Indeed, empirical findings show that team members value their peers who contribute resources the team lacks (Farh, Lanaj, & Ilies, 2017;Gargiulo & Benassi, 2000;Portes & Landolt, 2000).…”

Section: Social Context As a Moderatormentioning

confidence: 99%

Contextual moderators for leadership potential based on trait activation theory

Luria

Kahana

Goldenberg³

et al. 2019

J Organ Behavior

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Summary This study tested the moderating role of group properties in the relationship between two prototypical leadership attributes (cognitive ability and adjustment) and leadership potential. Building on trait activation theory, we investigated one organizational cue (degree of centralization in the informal social structure) and one social cue (average level of the relevant attribute among other group members) and posited that the two prototypical leadership attributes would more likely be activated (leading to leadership potential) in more centralized groups and in groups where others have lower levels of the studied attribute. We tested 874 combat soldiers undergoing basic training in 71 teams. In a time‐lagged design, we measured general cognitive ability and adjustment before conscription and then used regression analyses to calculate the group informal social structure and leadership potential several months after conscription. As predicted, the relationships of both adjustment and cognitive ability with leadership potential were moderated by group informal structure, with stronger relationships in groups with more centralized structures. Other group members' cognitive ability moderated the relationship between cognitive ability and leadership potential (stronger relationships in groups with lower mean of others' cognitive ability), but other group members' adjustment did not moderate the relationship between adjustment and leadership potential.

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Resource-Based Contingencies of When Team–Member Exchange Helps Member Performance in Teams

Cited by 58 publications

References 69 publications

Servant Leadership and Innovative Behaviour: An Empirical Analysis of Ghana’s Manufacturing Sector

Servant Leadership and Innovative Behaviour: An Empirical Analysis of Ghana’s Manufacturing Sector

Sustainable Career Development of Newly Hired Executives—A Dynamic Process Perspective

Contextual moderators for leadership potential based on trait activation theory

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