The relationship between leader–member exchange and employee outcomes: review of past themes and future potential

Mumtaz, Sana; Rowley, Chris

doi:10.1007/s11301-019-00163-8

Cited by 41 publications

(36 citation statements)

References 116 publications

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“…Moreover, it is yet unclear how the quality of the rater–ratee relationship affects feedback acceptance, especially when raters exhibit relational justice. Indeed, recent research suggests that leaders having high leader–member exchange (LMX) with some members may offer more mentoring and empowerment to them, while giving less of these incentives to others with whom they have low LMX (Mumtaz & Rowley, 2020 ). Nevertheless, research is equivocal regarding LMX as an antecedent to, or consequence of, justice as a proxy of ratee reactions to the PA system (Erdogan, 2002 ).…”

Section: Introductionmentioning

confidence: 99%

“…Nevertheless, research is equivocal regarding LMX as an antecedent to, or consequence of, justice as a proxy of ratee reactions to the PA system (Erdogan, 2002 ). Despite numerous studies on antecedents and consequences of LMX (e.g., Harris et al, 2014 ), the extant literature still calls for investigation on how justice perceptions predict LMX (Mumtaz & Rowley, 2020 ) in the context of a PA system.…”

Section: Introductionmentioning

confidence: 99%

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Getting Ratees to Accept Performance Feedback: A Relational Approach

et al. 2021

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This paper seeks to understand the association between ratees’ relational justice perceptions and their feedback acceptance, both directly and through leader–member exchange (LMX). The paper also examines the moderated mediation effect of supervisory trust. The paper presents the findings of two studies. Study 1 utilized two data sets collected through an online survey from 280 part-time students working full-time (Sample 1) and 292 working professionals (Sample 2) in Pakistan. Study 2 utilized data collected from N = 167 students recruited for a scenario-based experiment that manipulated whether a manager was fair or unfair. Results revealed that relational justice positively predicted feedback acceptance in Studies 1 and 2. LMX positively mediated the above-mentioned relationship in both studies. As expected, supervisory trust negatively moderated the relational justice–feedback acceptance relationship in Study 2. The present study contributes to performance management theory and practice by illuminating that raters can stimulate performance partnership by employing a relational justice approach that increases the likelihood that employees accept performance feedback.

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Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Getting Ratees to Accept Performance Feedback: A Relational Approach

et al. 2021

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“…Meanwhile, a low-quality relationship resulted in dissatisfaction, restricted information, and job turnover (Maslyn & Uhl-Bien, 2001). The leadersubordinate relationship is an important concept in the literature because it recognizes the intensity and quality of the relationship's mental adjustment that goes beyond formal obligations and monetary incentives (Mumtaz & Rowley, 2019). The importance of the leader-subordinate relationships in the literature links to the output such as employee performance and productivity (Morganson et al, 2017;Varma et al, 2020), behavioral (Ete et al, 2020), and psychological outcomes (Liang, 2017).…”

Section: ■ 32 Leader-subordinate Relationshipmentioning

confidence: 99%

“…Team performance outcomes may be improved if members feel respected and within a positive team atmosphere (Chiamaka et al, 2020;Janssen et al, 1999). The quality dyadic leadersubordinate relationship creates significant outcomes such as performance, job satisfaction, organization citizenship behavior, turnover intention, creativity, organizational commitment, and affective commitment (Martin et al, 2016;Mumtaz & Rowley, 2019). Michel & Tews (2016) suggested that subordinates' action is based on how they perceive their leader's behaviors of the leader-subordinate relationship.…”

Section: Mutual Respect and Leader-subordinate Relationshipmentioning

confidence: 99%

A Conceptual Paper on the Influence of Mutual Respect on Leader-Subordinate Relationship in the Malaysian Public Services

Rahman

Mahadi

2021

JOSTIP

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Respect has a crucial role in a dyadic relationship, especially between leader and subordinate, because of the reciprocal costs in the relationship when respect is gained or earned. Leaders can be respected because of their position or fair treatment given to their subordinates. Respect has been featured in the leadership literature; however, few touches on the perspective of mutuality in respect, especially in a dyadic leader-subordinate relationship. The impact of the leader-subordinate relationship is significant in the Malaysian public services, as the scheme of grades determines the employees’ hierarchy. The Malaysian public services organizations' issues often arise from employees’ behavior and working relationships that affect their delivery. A high exchange of the dyadic leader and subordinate relationship correlated with desirable outcomes such as positive performance and attitudinal outcomes. One of the significant elements of the subordinates’ response is the attitude of respect towards the leader. Hence, this paper aimed to investigate the influence of mutual respect on the leader-subordinate working relationship in the public services that has implications for performance and service delivery.

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“…Turnover intentions represent the extent to which individuals are planning on leaving their current job, and intentions are a strong predictor of eventual clinician turnover (Mor Barak et al , 2001). Characteristics of supervisor–supervisee relationships have been linked to turnover intentions and actual turnover, both at the dyadic level and team level (AlHashmi et al , 2019; Mumtaz and Rowley, 2020). In various employment settings, lower quality LMX and lower relative LMX both predict higher follower turnover intentions and eventual turnover (Graen et al , 1982a; Lai et al , 2019).…”

Section: Introductionmentioning

confidence: 99%

Leader–member exchange and organizational climate effects on clinician turnover intentions

Aarons

Conover

Ehrhart

et al. 2020

JHOM

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PurposeClinician turnover in mental health settings impacts service quality, including availability and delivery of evidence-based practices. Leadership is associated with organizational climate, team functioning and clinician turnover intentions (TI). This study examines leader–member exchange (LMX), reflecting the relationship between a supervisor and each supervisee, using mean team LMX, dispersion of individual clinician ratings compared to team members (i.e. relative LMX) and team level variability (i.e. LMX differentiation), in relation to organizational climate and clinician TI.Design/methodology/approachSurvey data were collected from 363 clinicians, nested in children's mental health agency workgroups, providing county-contracted outpatient services to youth and families. A moderated mediation path analysis examined cross-level associations of leader–member exchange with organizational climate and turnover intentions.FindingsLower relative LMX and greater LMX differentiation were associated with higher clinician TI. Higher team-level demoralizing climate also predicted higher TI. These findings indicate that poorer LMX and more variability in LMX at the team level are related to clinician TI.Originality/valueThis study describes both team- and clinician-level factors on clinician TI. Few studies have examined LMX in mental health, and fewer still have examined relative LMX and LMX differentiation associations with organizational climate and TI. These findings highlight the importance of leader–follower relationships and organizational climate and their associations with clinician TIs. Mental health service systems and organizations can address these issues through fostering more positive supervisor–supervisee relationships.

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The relationship between leader–member exchange and employee outcomes: review of past themes and future potential

Cited by 41 publications

References 116 publications

Getting Ratees to Accept Performance Feedback: A Relational Approach

Getting Ratees to Accept Performance Feedback: A Relational Approach

A Conceptual Paper on the Influence of Mutual Respect on Leader-Subordinate Relationship in the Malaysian Public Services

Leader–member exchange and organizational climate effects on clinician turnover intentions

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