The Relationship Between K-Workers’ Leader–Member Exchange, Organizational Citizenship Behavior and Task Performance—Evidence From Chinese Hospitals

Che, Xiaoli; Guo, Zhecheng; Chen, Qinyuan

doi:10.3389/fpsyg.2021.625584

Cited by 11 publications

(8 citation statements)

References 49 publications

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“…Research on LMX suggests that high-quality LMX increasingly engenders feelings of mutual obligation and reciprocity, which triggers employees’ positive work behavior ( Dulebohn et al, 2012 ). Previous research has consistently shown that LMX is positively related to task performance and OCB ( Breevaart et al, 2015 ; Anand et al, 2018 ; Che et al, 2021 ; Park et al, 2022 ). Task performance refers to “the basic required duties of a particular job.” ( Ng and Feldman, 2010 , p. 1223).…”

Section: Theory and Hypothesesmentioning

confidence: 88%

Giving what they want: How congruence between expected feedback quality and delivered feedback quality influences leader-member exchange and job performance

Liu²,

Liu³

2023

Front. Psychol.

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As an attempt to solve the mixed results between leader feedback quality and employee job performance, this study proposes that employees’ expected feedback quality plays a key role in how employees react to leader feedback. Specifically, drawing on needs-supplies fit and social exchange theory, we posit that congruence between expected feedback quality and delivered feedback quality positively relates to employee task performance and organizational citizenship behavior (OCB) through leader-member exchange (LMX). Further, we posit that learning goal orientation may strengthen the positive effect of congruence between expected feedback quality and delivered feedback quality on LMX. Multi-wave data collected from 226 employees from China showed that congruence between expected feedback quality and delivered feedback quality improves LMX and in turn benefits task performance and OCB. Moreover, learning goal orientation intensifies the indirect effect of congruence between expected feedback quality and delivered feedback quality on task performance and OCB through LMX. The theoretical and practical implications of these findings are discussed.

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Section: Theory and Hypothesesmentioning

confidence: 88%

Giving what they want: How congruence between expected feedback quality and delivered feedback quality influences leader-member exchange and job performance

Liu²,

Liu³

2023

Front. Psychol.

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“…Che et al (2021) observed that LMX significantly relates to the OCB of the nurses in the pandemic situation.…”

Section: Review Of Literaturementioning

confidence: 96%

“…Support of the supervisor in the form of positive LMX is a job resource under the job demands resources model of Bakker and Demerouti (2007); nurses burdened with a heavy workload in pandemic look for support from the immediate boss and remain ready to work extra to maintain the relationship. Che et al (2021) observed that LMX significantly relates to the OCB of the nurses in the pandemic situation.…”

Section: Ocb Of Nurses In Covid-19 Pandemicmentioning

confidence: 96%

A study on the effect of team support and emotional exhaustion on organizational citizenship behavior of nurses in COVID-19 pandemic: mediation by team commitments

Dasgupta

2022

IRJMS

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PurposeNurses need to display organizational citizenship behavior (OCB) for taking care of patients; uninterrupted care to coronavirus disease 2019 (COVID-19) patients in a stressful situation may result in emotional exhaustion and it hinders nurses' exercise of OCB. One perceives support when positive exchanges with team leaders and members (LMX) and team and members (TMX) take place for the benefit of self and the unit and lead to a feeling of commitment to the work team; the exchange facilitates the discharge of OCB. The study aims to explore the mediation effect of team commitments on the relationship between these factors with OCB of nurses in handling COVID patients.Design/methodology/approachThe cross-sectional exercise attempts to find the impact of emotional exhaustion, LMX and TMX on the OCB of the nurses and mediating effects of team commitments on OCB; correlation analysis and multiple regressions are in use for examining the relationships. The use of Sobel test and bootstrapping exercise confirm the mediation and consistency of mediation results on a larger sample.FindingsThe paper finds that LMX, TMX and team commitments significantly relate to OCB; emotional exhaustion negatively impacts OCB and team commitments fully mediate the relationship between emotional exhaustion and OCB and partially mediate the relation between LMX and TMX with OCB.Originality/valueTests demonstrate that team commitments can neutralize the effects of emotional exhaustion resulting from handling COVID-19 patients on OCB of the nurses and is an addition to organizational behavior literature. The study also presents a model that shows how positive LMX, TMX and resultant team commitments support generating OCB and offset the impact of emotional exhaustion. Theoretical and managerial implications, limitations and scope for further research discussed in the paper.

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“…First, according to LMX theory, leaders are an important situational variable affecting employee innovation behaviour (He et al, 2019;Koh et al, 2019). Therefore, the exchange relationship between leaders and subordinates should be a key factor in explaining employee behaviour (Che et al, 2021). In organisations with a strong organisational political atmosphere, employees with more political skills are better at establishing and maintaining good relationships with leaders and becoming their 'insiders", thereby promoting their own career development (Liu et al, 2008).…”

Section: Organisational Political Climate and Employees' Innovative B...mentioning

confidence: 99%

How does a good leader–member relationship motivate employees' innovative behaviour?

Fan,

et al. 2023

LODJ

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PurposeEnterprise innovation depends on the innovative behaviour of employees. The relationship between leaders and employees has a significant impact on employees' attitudes and behaviours. Therefore, it is of great practical significance to explore how a good leader–member relationship (LMR) motivates employees' innovative behaviour.Design/methodology/approachBased on 316 questionnaires completed by the members of 53 organisations, SPSS 25.0, Mplus 8.0 and HLM 6.08 were used to analyse the internal mechanisms of LMRs and employees' innovative behaviour.FindingsThe study identified the following findings: first, LMR was positively correlated with employees' innovative behaviour; second, perceived supervisor support and followership behaviour played mediating roles between leader–member relationship and employees' innovative behaviour and third, organisational political climate was negatively correlated with employees' innovative behaviour and played a moderating role in the relationship between LMR and employees' innovative behaviour.Originality/valueThe results of this study have clarified the transmission mechanism between LMRs and employees' innovative behaviour while providing useful references for improving the effectiveness of human resource management in organisations.

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The Relationship Between K-Workers’ Leader–Member Exchange, Organizational Citizenship Behavior and Task Performance—Evidence From Chinese Hospitals

Cited by 11 publications

References 49 publications

Giving what they want: How congruence between expected feedback quality and delivered feedback quality influences leader-member exchange and job performance

Giving what they want: How congruence between expected feedback quality and delivered feedback quality influences leader-member exchange and job performance

A study on the effect of team support and emotional exhaustion on organizational citizenship behavior of nurses in COVID-19 pandemic: mediation by team commitments

How does a good leader–member relationship motivate employees' innovative behaviour?

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