The Relationship Between Leader–Member Exchange and Employees’ Proactive Behaviors

Lai, Fong-Yi; Lu, Szu-Chi; Lin, Cheng-Chen; Lee, Yu-Chin

doi:10.1027/1866-5888/a000226

Cited by 6 publications

(7 citation statements)

References 17 publications

(35 reference statements)

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“…Because Profile 5 refers to very high levels of PsyCap, individuals with that profile should not transit, supported by high LMX. These results align with previous research that showed positive associations of LMX with various job-and personality-related variables, such as proactive behaviors ( Lai et al, 2019 ) and resilience, a core mechanism of PsyCap ( Kakkar, 2019 ). Similarly, research has also noted that LMX features, such as trust and proximity, can also enhance one’s PsyCap ( Law et al, 2010 ; Kakkar, 2019 ).…”

Section: Discussionsupporting

confidence: 91%

“…In meta-analytic research, Martin et al (2016) have shown that a high-quality LMX relationship is essential for the attitudes and performance of employees. For instance, LMX has been found to be related to employees’ proactive behavior ( Lai et al, 2019 ), engagement and job satisfaction ( Volmer et al, 2011 ; González-Navarro et al, 2019 ), as well as their resilience ( Kakkar, 2019 ). Moreover, González-Navarro et al (2019) found a positive association between LMX and job engagement.…”

Section: An Applied Examplementioning

confidence: 99%

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Latent transition analysis in organizational psychology: A simplified “how to” guide by using an applied example

2022

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Demands for more robust designs in organizational research have led to a steady increase in the number of longitudinal studies in organizational psychology (OP) journals. Similarly, the number and ways to analyze longitudinal data have also increased. In this paper, we adopt a relatively new and promising approach to help researchers analyze their longitudinal data in OP, namely latent transition analysis (LTA). We present a simplified guideline on LTA and discuss its role for OP researchers. Moreover, we demonstrate how organizational scholars can use this method with a practical example. In this example, we investigate (a) if there are qualitatively distinct subgroups of employees based on particular patterns of psychological capital (PsyCap) dimensions (i.e., efficacy, hope, resilience, and optimism), (b) if employees stay in these subgroups or transition to other groups over time, and finally, (c) if leader-member exchange (LMX) is associated with this transition. We use LTA to examine these steps in a German sample (N = 180).

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Section: Discussionsupporting

confidence: 91%

Section: An Applied Examplementioning

confidence: 99%

Latent transition analysis in organizational psychology: A simplified “how to” guide by using an applied example

2022

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“…However, on the one hand, abusive supervision might result in a low exchange relationship (e.g. low leader-member exchange) with employees (Xu et al , 2011), implying low leader support and minimum resources for employees from leaders (Lai et al , 2019). On the other hand, dealing with an abusive leader requires that employees spend their physical and cognitive efforts and resources (Nandkeolyar et al , 2014), and thus they are less likely to join new projects.…”

Section: Discussionmentioning

confidence: 99%

“…In general, leaders fill an important place in most employees' working time, because they represent the organization in rewarding and assigning work (Bélanger et al , 2016; Peyton et al , 2019), and employees often spend much time interacting with the leader, for example, when negotiating or communicating their voice or creative solution (Lai et al , 2019). Thus, according to the JD-R model and the definition of job demands, leaders who exhibit abusive supervision can be viewed as representing the social and organizational aspects of job demands, which continuously deplete employees' efforts at a high psychological cost.…”

Section: Theory and Hypothesesmentioning

confidence: 99%

The relationship between abusive supervision and employee's reaction: the job demands-resources model perspective

Huang

Lin

2020

Self Cite

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PurposeBased on the job demands-resources model, the present study proposes viewing abusive supervision as one type of job demand causing employees' emotional exhaustion, which results in psychological withdrawal behavior. In addition, job crafting can be viewed as a means to acquire job resources, and it buffers the influence of abusive supervision on employees' emotional exhaustion. Moreover, the present study also proposes the moderating effect of job crafting on abusive supervision and psychological withdrawal behavior will be mediated by emotional exhaustion.Design/methodology/approachConsidering the issue of common method variance, data were not only collected in a multi-temporal research design but also tested by Harman's one-factor test. In addition, a series of confirmatory factor analyses was conducted to ensure the discriminant validity of measures. The moderated mediation hypotheses were tested on a sample of 267 participants.FindingsThe process model analysis showed that emotional exhaustion partially mediates the relationship between abusive supervision and psychological withdrawal behavior. Moreover, job crafting buffers the detrimental effect of abusive supervision on emotional exhaustion, and the less exhausted employees exhibit less psychological withdrawal behavior than those exhausted.Originality/valueThis study proposed a moderated mediation model to examine how and when abusive supervision leads to more employees' psychological withdrawal behaviors, and found that emotional exhaustion is one potential mechanism and job crafting is one potential moderator. Specifically, it was revealed that employees view abusive supervision as a kind of social and organizational aspect of job demands which will exacerbate emotional exhaustion, and, in turn, lead to more psychological withdrawal behavior. However, when employees view themselves as job crafter, they can adopt various job crafting behaviors to decrease the emotional exhaustion, and thus less psychological withdrawal behavior.

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“…Second, the basis for establishing SSGX is emotional factors. Leaders have limited time and energy, so not every subordinate has the opportunity for in-depth interaction with leaders [ 48 ], especially emotional communication. Employees must understand the demands of leaders and know their preferences in order to gain their trust and become their leaders’ “in-group” members [ 49 ].…”

Section: Theoretical Background and Hypothesesmentioning

confidence: 99%

Employee Political Skill, Supervisor-Subordinate Guanxi, and Work-Family Conflict: The Cross-Level Moderating Role of Family-Friendly Practices

Tang

Miao

Jiang

2020

IJERPH

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Many studies have examined the negative effects of work-family conflict on society, organizations, and individuals. Nonetheless, alleviating employee work-family conflict is a topic worthy of further investigation. Few studies examine the antecedent variables of work-family conflict from personal skill and Guanxi perspectives. Studies that test the moderating role of family-friendly practices at the organization level are also rare. Accordingly, we collected data from 404 employees of 51 organizations. The research data are time-lagged and multileveled. The results of hierarchical linear model (HLM) show: (1) Employee political skill negatively affects employee perceived work-family conflict; (2) Employee political skill positively affects supervisor-subordinate Guanxi; (3) Supervisor-subordinate Guanxi partially mediates the relationship between employee political skill and employee work-family conflict (that is, employees can use their political skill to build high-quality supervisor-subordinate Guanxi, further reducing their perceived work-family conflict); (4) Organization family-friendly practices negatively moderate the relationship between supervisor-subordinate Guanxi and work-family conflict (that is, in organizations with high level family-friendly practices, the negative relationship between supervisor-subordinate Guanxi and work-family conflict becomes weak); Furthermore, by coding with Mplus software (Muthen & Muthen, Los Angeles, CA, USA), we also find: (5) Organization family-friendly practices moderate the indirect effect of employee political skill on employee work-family conflict. The results have both theoretical and empirical implications. Further research directions are addressed at the end.

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The Relationship Between Leader–Member Exchange and Employees’ Proactive Behaviors

Cited by 6 publications

References 17 publications

Latent transition analysis in organizational psychology: A simplified “how to” guide by using an applied example

Latent transition analysis in organizational psychology: A simplified “how to” guide by using an applied example

The relationship between abusive supervision and employee's reaction: the job demands-resources model perspective

Employee Political Skill, Supervisor-Subordinate Guanxi, and Work-Family Conflict: The Cross-Level Moderating Role of Family-Friendly Practices

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