The Importance of Product/Service Quality for Frontline Marketing Employee Outcomes: The Moderating Effect of Leader-Member Exchange (LMX)

Hall, Kristina K. Lindsey; Baker, Thomas L.; Andrews, Martha C.; Hunt, Tammy G.; Rapp, Adam

doi:10.1080/10696679.2016.1089762

Cited by 21 publications

(3 citation statements)

References 102 publications

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“…It suggests that managers should encourage positive interactions between leaders and each of their employees through different exchange levels [28]. In general, these relationships vary with respect to quality, and high-quality workplace relationships rely on mutual trust, respect, obligation [29,30], and internal motivation [21] between organizational members. It follows that high-quality LME employees are likely to receive more support and attention from their leaders than those in low-quality LME due to more frequent communication.…”

Section: Literature Reviewmentioning

confidence: 99%

The Impacts of the High-Quality Workplace Relationships on Job Performance: A Perspective on Staff Nurses in Vietnam

Tran

Nguyen

Dang

et al. 2018

Behavioral Sciences

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Employees’ working relationships were long determined to be crucial to their overall wellbeing and performance ratings at work. However, a few studies were found to examine the effects of positive workplace relationships on employees’ working manners. This study aimed to investigate the effects of healthy workplace relationships on employees’ working behaviors, which in turn affect their performance. In doing so, an integrated model was developed to examine the primary performance drivers of nurses in Vietnamese hospitals and focus on the effects of high-quality workplace relationships on the working attitudes of the staff. This study analyzed a questionnaire survey of 303 hospital nurses using a structural equation modeling approach. The findings demonstrated the positive effects of high-quality workplace relationships on working manners including higher commitment, lower level of reported job stress, and increased perception of social impact. Notably, the results also demonstrated that relationships between leaders and their staff nurses make a significant contribution to the quality of workplace relationship and nurses’ performance. In addition, the social impact was illustrated to positively moderate the association between healthy workplace interactions and job stress; however, it had no significant effect on job commitment. Unfortunately, job commitment was surprisingly found to not be related to performance ratings. This paper provides some suggestions for the divergence of performance drivers in the hospital context in Vietnam.

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Section: Literature Reviewmentioning

confidence: 99%

The Impacts of the High-Quality Workplace Relationships on Job Performance: A Perspective on Staff Nurses in Vietnam

Tran

Nguyen

Dang

et al. 2018

Behavioral Sciences

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“…(3) LMX moderates the relationship between moral manager leadership and moral supervisor leadership and the mediating effect of moral supervisor leadership. LMX is sometimes used as a moderating variable to moderate the psychological or behavioral relationship between supervisors and subordinates; for example, Seo et al (2018), Lindsey et al (2016), and Schwarz et al (2017) used LMX as a moderating variable in their research. This outcome tells us that it is necessary for managers to establish a high-quality LMX with supervisors to strengthen their influence on them.…”

Section: Discussionmentioning

confidence: 99%

Trickle-down effect of moral leadership on unethical employee behavior: a cross-level moderated mediation model

Jiang

Lin

2021

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PurposeMoral leadership is a common leadership style in Chinese society and is of great significance to Chinese organizations. Unethical employee behavior also widely exists in all kinds of social organizations and brings great harm. The research on the relationship between moral leadership and unethical employee behavior has not been involved yet, but it is important. This paper studies how moral manager (senior leader) leadership trickles down to unethical employee behavior through moral supervisor (employee direct supervisor) leadership, and discusses the moderating effect of LMX and ethical climate.Design/methodology/approachThrough the questionnaire survey of 406 pairs of leaders and employees, and use multilevel path analysis, we test the hypothesis in this paper.FindingsThe research results show that (1) Moral manager leadership is negatively related to unethical employee behavior. (2) Moral supervisor leadership mediates the relationship between moral manager leadership and unethical employee behavior. (3) LMX positively moderates the relationship between moral manager leadership and moral supervisor leadership, and moderates the mediating effect of moral supervisor leadership. (4) Ethical climate positively moderates the relationship between moral supervisor leadership and unethical employee behavior, and moderates the mediating effect of moral supervisor leadership.Originality/valueFirst, this study further proves that moral leadership is a popular positive leadership among the three dimensions of paternalistic leadership that extends its influence to unethical employee behavior. Second, this study traces the source of the moral leadership of employees' supervisors and reveals the action mechanism of how moral manager leadership affects unethical employee behavior. Finally, LMX provides the organizational context of the trickle-down effect and the occurrence of unethical employee behavior.

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“…Parker's definition of team shares similarities with followership, particularly with Chaleff's (2009) definition of followership as an exchange of influence between people to achieve a shared goal. The exchange of influence is based on leader-member exchange wherein relationships between leaders and followers significantly impact the followers' performance and contributions to the shared goals (Lindsey Hall et al, 2016;Xu et al, 2019).…”

Section: Introductionmentioning

confidence: 99%

How Team Player Styles Impacts Followership Behavior

Peterson,

Rook

2024

ESHS

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This empirical research study examines the effect of Parker’s (2008) team player styles on followership behavior. While most research focuses on the team leader, most of the work accomplishments are attributed to the team players on the team. Of the four team player styles, only one, contributor significantly increases followership behavior. However, it does not add enough to raise the followership behavior into the exemplary range. Discussion of the findings is provided coupled with a post hoc analysis and ideas for future research.

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The Importance of Product/Service Quality for Frontline Marketing Employee Outcomes: The Moderating Effect of Leader-Member Exchange (LMX)

Cited by 21 publications

References 102 publications

The Impacts of the High-Quality Workplace Relationships on Job Performance: A Perspective on Staff Nurses in Vietnam

The Impacts of the High-Quality Workplace Relationships on Job Performance: A Perspective on Staff Nurses in Vietnam

Trickle-down effect of moral leadership on unethical employee behavior: a cross-level moderated mediation model

How Team Player Styles Impacts Followership Behavior

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