Social network ties and organizational citizenship behavior: evidence of a curvilinear relationship

ABSTRACT

We examine the relationships between employee friendship and advice network centrality and organizational citizenship behavior (OCB). Using social exchange theory as a basis, we argue that centrality within the workplace friendship network will be positively and linearly related to employee OCB. Further, we draw on conservation of resources theory and role theory to predict a curvilinear (inverse U) relationship between employees’ advice network centrality and OCB such that employees will engage in higher levels of OCB at moderate levels of advice centrality than at low and high levels. We test the theoretical model in an academic setting (using other reports of network ties and employee ratings of OCB) and a US-based organization (using other reports of network ties and supervisor ratings of OCB). The results support the idea of a curvilinear relationship between advice network centrality and OCB in both studies and a linear relationship between friendship centrality and OCB in Study 2. Practical implications and directions for future research are addressed.     

自我表现还是自我防卫？职场负面八卦对八卦目标行为策略的影响机制

基于社会认知自我调节理论,本研究探讨了职场负面八卦影响八卦目标行为的内在机理及边界条件,研究结果表明：八卦目标感知的关于同事的职场负面八卦弱化了八卦目标感知的关于自身的职场负面八卦对羞愧的积极影响;八卦目标羞愧对其印象管理行为和职场排斥行为均具有显著的积极影响;八卦目标感知的关于同事的职场负面八卦弱化了八卦目标感知的关于自身的职场负面八卦通过羞愧影响其印象管理行为和职场排斥行为的间接效应。     

The detrimental effects of power on confidence, advice taking, and accuracy

Incorporating input from others can enhance decision quality, yet often people do not effectively utilize advice. We propose that greater power increases the propensity to discount advice, and that a key mechanism explaining this effect is elevated confidence in one’s judgment. We investigate the relationships across four studies: a field survey where working professionals rated their own power and confidence and were rated by coworkers on their level of advice taking; an advice taking task where power and confidence were self-reported; and two advice taking experiments where power was manipulated. Results consistently showed a negative relationship between power and advice taking, and evidence of mediation through confidence. The fourth study also revealed that higher power participants were less accurate in their final judgments. Power can thus exacerbate the tendency for people to overweight their own initial judgment, such that the most powerful decision makers can also be the least accurate.     

Gender Differences in Gossip and Friendship

Gossip has been related to friendship as it can increase the bond between people and sense of belonging to a group. However, the role of gender in the relationship between gossip and friendship has not been examined in the literature. So, the present study examined gender differences in the relationship between friendship quality and gossip tendency with a sample of 167 female and 69 male Western Canadian undergraduate University students using the Friendship questionnaire and the Tendency to Gossip questionnaire. Given gender differences in friendship, with males being more agentic and females more communal, the relationship between gossip and friendship was predicted to be stronger in the males compared to the females. Friendship quality was positively correlated with gossip tendency in the males, but this effect was not present with the females. The information gossip scale was strongly associated with male friendship quality. This finding may be related to the greater emphasis on status with males, and that possession of knowledge and control of information is a method of attaining status. Physical appearance gossip was found to be more prevalent in females, but not related to friendship quality. This type of gossip may be a more of a competitive threat to the relationship in females. Achievement related gossip was also related to male friendship quality, which reflects the greater emphasis on individuation in male friendships.     

Gossip and counselling: The tendency to gossip and its relation to vocational interests

In this study we attempted to treat gossip as a psychological disposition related to vocational interests, using a newly developed instrument, the Tendency to Gossip Questionnaire (TGQ). One hundred and twenty Israeli students (58 females, 62 males) at the Haifa Technion and the University of Haifa were administered the TGQ together with the Social Desirability Scale and the Ramak-Vocational Interests Questionnaire. We found that: (a) women tended to report that they gossiped more than men did, but this difference was confined to one specific content area of gossip only; and (b) interest in people-oriented professions was related to the tendency to gossip even when social desirability and gender were controlled for statistically. The last finding supports the ‘spillover’ hypothesis (Staines, 1980) on the relationship between vocational and avocational interests. The positive relationship between the tendency to gossip and an interest in people-oriented professions might mean that both derive from the same basic needs. We suggest that counselling and psychotherapy can be regarded as sublimated forms of gossip. It is our hope that the TGQ may be of help in expanding our knowledge about the relationship between the tendency to gossip and other psychological dispositions.

This paper attempts to examine the relationship between Existential thought & Client Centred approach to counselling. This task is undertaken by means of an examination of both the similarities and differences between the two fields, as well as relevant research. The paper draws upon thinking of major writers in the fields under consideration, and in doing so looks at such themes as meaning and existence, such concepts as philosophy and technique in psychotherapy and counselling and characteristics of the therapist and the counselling process.     

领导-成员交换与情绪枯竭:互惠信念和权力距离导向的作用

结合社会交换理论和角色理论,领导-成员交换关系中下属的回报不仅受到互惠规范的约束,还受到上下级关系权力不对称的影响。因此,将探索互惠信念和权力距离导向单独及交互项对领导-成员交换与情绪枯竭关系的调节作用。采用两个时间点172名员工的匹配数据,运用层级回归对假设进行了检验。结果表明,领导-成员交换(T1)与情绪枯竭(T2)总体上呈显著负向关系。互惠信念(T1)和权力距离导向(T1)单独对领导-成员交换与情绪枯竭关系的调节作用并不显著,但是二者的交互项的调节作用显著。即,领导-成员交换、互惠信念和权力距离导向对情绪枯竭有显著三维交互作用。具体的,高互惠信念和低权力距离导向的员工,领导-成员交换与情绪枯竭呈显著正向关系;高互惠信念和高权力距离导向的员工,领导-成员交换与情绪枯竭呈显著负向关系。研究验证了领导-成员交换过程中互惠规范的作用,表明互惠规范的适用性受到上下级关系特征的影响。     

Social exchange relationships and exchange ideologies of employees and supervisors: A three-way interaction toward employee creativity

This study aims to better understand the effects of social exchange relationships between employees and their organizations (perceived organizational support [POS]), and their leaders (leader–member exchange [LMX]) on their creativity. To this end, we investigated how exchange ideologies of employees and supervisors affect the relationship between POS/LMX and employee creativity using a three-way interaction test. Building on the social exchange theory, the results from our sample of 254 leader–employee dyads indicated that the relationship between POS/LMX and employee creativity is significantly more positive for an employee with strong exchange ideology than for an employee with weak exchange ideology. Moreover, POS and LMX had the strongest positive relationships with creativity when both employees and supervisors had higher levels of exchange ideology. The implications of our results and future research directions are discussed.     

Reciprocal Relationships between Leader–Member Exchange (LMX) and Job Satisfaction: A Cross‐Lagged Analysis

While previous research has mainly emphasised the importance of leader–member exchange (LMX) to job satisfaction, there is a lack of research on reciprocal relationships between job satisfaction and LMX. In this study, we not only suggest that good LMX increases job satisfaction, but that job satisfaction can also enhance high‐quality supervisor–employee relationships. A full cross‐lagged panel analysis was used to test reciprocal relationships between LMX and job satisfaction. Employees (N= 279) of a large information technology company filled out questionnaires at two times, with a time lag of 3 months. In line with our predictions, findings revealed a positive relationship between LMX and job satisfaction both at Time 1 and Time 2. Moreover, LMX at Time 1 predicted the increase of job satisfaction at Time 2, and job satisfaction at Time 1 predicted the increase of LMX at Time 2. The results demonstrate the need to consider reciprocal relationships between job satisfaction and LMX when explaining employees' workplace outcomes. Our findings are discussed in terms of positive psychology theory.     

Relationship quality and relationship context as antecedents of person- and task-focused interpersonal citizenship behavior

A model hypothesizing relationship quality and relationship context as antecedents of two complementary forms of interpersonal citizenship behavior (ICB) was tested. Measures with coworkers as the frame of reference were used to collect data from 273 individuals working in 2 service-oriented organizations. As hypothesized, variables reflecting relationship quality were associated with person-focused ICB, as mediated by empathic concern. Also as hypothesized, a relationship context variable, network centrality, exhibited a direct relationship with task-focused ICB. Unexpectedly, network centrality was directly associated with person-focused ICB. and empathic concern was associated with task-focused ICB. The results are discussed, and implications for research and practice are offered.     

The mediating effect of leader-member exchange between strengths use and work engagement

This study investigated the mediating effect of leader-member exchange (LMX) (as perceived by subordinates) in the relationship between strengths use and work engagement. Participants numbered 213 employees in a South African financial organisation (females=53.10%, blacks=19.40%). Data on their perceptions of LMX, strengths use and work engagement were collected with the LMX-7, SUDIQ and UWES-17. Structural equation modelling methods with bootstrapping were used to determine the role of LMX in the relationship between strengths use and work engagement. Findings showed that perceived organisational support for strengths use (POSSU) had a positive relationship with both LMX and work engagement, and that LMX had a positive relationship with work engagement. Furthermore, LMX mediated the relationship between POSSU and work engagement, indicating the important role of high quality leader- member exchange in organisations.     

领导-成员交换理论的研究及发展趋势

领导 -成员交换理论 (leader memberexchange,LMX)是近年来一个重要的领导理论。本文对LMX的理论发展过程作了较为全面的回顾 ,总结了LMX在组织层面中的研究现状 ,包括LMX与组织绩效、组织公平、组织支持和员工满意感之间的相互关系 ,并进一步探讨了LMX在组织研究中的发展新趋势。     

The role of leader relationship quality in the development of employee fit perceptions

Despite being a subject of scholarly inquiry for nearly a century, some components of person–environment fit remain enigmatic. This research seeks to explore the relational factors that are associated with employee identity and how this lens can provide explanatory factors that link leader–employee relationships to employee performance. Across a two‐study, multi‐rater constructive replication design, our results support the tenets of the identity theory that suggests the quality of the leader–employee relationships informs employees of their person–organization (PO) and person–job (PJ) fit, leading to higher performance. Across both the studies, high‐quality leader–employee relations (conceptualized as LMX and trust in leader) were related to higher levels of PO and PJ fit. Our results also indicate that PO and PJ fit uniquely drive higher levels of performance as rated by multiple constituents, helping delineate the impact of PO and PJ fit on work outcomes. Specifically, in Study One (N = 111), PJ fit mediated the relationship between LMX and leader‐rated performance, whereas in Study Two (N = 94), PO fit mediated the relationship between trust in leader and peer‐rated performance. This work provides preliminary support that leaders, through their relationships, can help shape employee fit perceptions and ultimately impact performance. Such knowledge can inform organizations and leaders, and emphasizes the formative role that leaders play in the organizational lives of their employees.     

员工为什么乐于助人?多层次的领导–部属交换对帮助行为的影响

基于社会交换理论,以56名直属主管和274名下属的配对数据为样本,考察了多层次的领导–部属交换对个体和团队层次上的帮助行为的影响及作用过程。跨层次分析结果表明:(1)个体层次的人际公平中介了个体和团队层次的领导–部属交换对员工帮助行为的影响;(2)团队层次的人际公平氛围中介了团队平均领导–部属交换对个体和团队层次的帮助行为的影响;(3)领导–部属交换关系差异化对个体和团队层次的领导–部属交换与帮助行为之间的正向关系均具有显著的负向调节作用,即相对于较高的领导–部属交换关系差异化,较低的领导–部属交换关系差异化强化了个体和团队层次的领导–部属交换对帮助行为的影响。     

The implications of perceived leader favouritism in the context of leader-member exchange relationships

Leader-member exchange (LMX) theory suggests that supervisors have relatively high-quality exchange relationships with some employees and relatively low-quality relationships with others. Prior investigations indicate that employees who have high-quality LMX relationships with their supervisors benefit in terms of more positive work attitudes and higher performance than those who do not. However, when employees feel like their supervisors are favouring some employees over others, it is likely to undermine the positive effects of LMX (even among employees who have high-quality exchanges with their supervisor). Using data from 305 employees and their coworkers, we found that the positive effects of LMX (regarding organizational citizenship behaviour, withdrawal behaviour, and relative deprivation regarding one’s career) were weakened by perceived leader favouritism. Implications and directions for future research are discussed.     

Trait conscientiousness,leader‐member exchange,job satisfaction and organizational citizenship behaviour: A test of an integrative model

Competing theoretical models were tested, linking organizational citizenship behaviour (OCB) to trait conscientiousness, job satisfaction and leader‐member‐exchange (LMX) quality. Meta‐analytic structural equation modelling results provide strongest support for a model wherein more conscientious employees display more OCB, which enhances LMX quality, leading to greater job satisfaction. In‐turn, employees reciprocate their higher job satisfaction by demonstrating more OCB. Beyond supporting the view that OCB represents employee reciprocation for the satisfying job experiences typically stemming from higher‐quality LMX, our findings help to legitimize the notion that OCB may be used, particularly by more conscientious employees, as a means of nurturing higher‐quality LMX and to gain access to more satisfying job experiences.     

Understanding The Curvilinear Relationships between LMX Differentiation and Team Coordination and Performance

The leader–member exchange (LMX) literature argues that leaders develop different quality dyadic relationships with members in the same team (i.e., LMX differentiation). Research has generally not found support for a linear (i.e., main effect) relationship between LMX differentiation and team performance; rather, moderators typically determine whether the relationship is significantly positive or negative. Examining linear effect moderators alone, however, does not account for (a) potential curvilinear (i.e., inverted U‐shaped) effects, (b) explanatory mechanisms of how LMX differentiation influences team performance, or (c) moderators of curvilinear effects. Integrating social identity theory with LMX differentiation research, we propose inverted U‐shaped relationships between LMX differentiation and both team coordination (as a mediator) and team performance (as an outcome), and we examine both team size and team power distance orientation as moderators. Using data from 928 employees in 145 teams in 3 organizations, we found an inverted U‐shaped relationship between LMX differentiation and team coordination, which, in turn, partially mediated LMX differentiation's inverted U‐shaped relationship with team performance. Larger teams, or those with higher team power distance orientation, benefit more from LMX differentiation. By integrating social identity theory with LMX differentiation research, we enhance the understanding of the processes by, and conditions under, which LMX differentiation affects team performance both positively and negatively.     

Both Sides Now: Supervisor and Subordinate Perspectives on Relationship Quality

Traditional leader–member exchange (LMX) research typically measures quality of exchange from the subordinate's or member's perspective—LMX(m). In this research, we propose a new construct, LMX(l), which reflects a supervisor's or leader's perception of the value delivered by his or her subordinate in the exchange relationship. Together, LMX(m) and LMX(l) are expected to provide a more complete picture of dyadic exchange quality. Our results indicate relatively modest convergence between the 2 perspectives on LMX. Both LMX(m) and LMX(l) were found to relate to specific currencies of exchange provided by each dyad partner, and agreement between the 2 was negatively associated with the frequency of supervisor–employee conflict. Implications for LMX theory and future research are discussed.     

Antecedents of coworker trust: leaders' blessings

Although employee trust in leaders has garnered substantial empirical research, trust between coworkers has been virtually ignored. Extending the work of D. L. Ferrin, K. T. Dirks, and P. P. Shah (2006), the authors examined the role of group leaders, an influential third party in the workplace, on coworker trust formation. The correlates of the extent to which coworkers trust one another were examined in an investigation of 146 members of 32 work groups representing 4 diverse organizations. In this study, which utilized full network data, coworker trust was operationalized as in-degree centrality in the trust network. Controlling for relational demography and coworker helping behaviors, the authors found, as hypothesized, that coworkers tended to place more trust in fellow coworkers who were also trusted by the teams' formal leaders than in coworkers who were less trusted by leaders. In addition, consistent with the social information processing theory, support was found for the hypothesis that the relationship between leaders' trust and coworker trust is stronger when group performance is poor.     

领导—部属交换对员工家庭贬损的影响研究：一个有调节的中介模型

关于领导-部属交换理论的研究主要集中在职场范围内,少有研究关注领导-部属交换对员工家庭生活的影响。本研究以工作家庭增益理论（Work-Family Enrichment Theory）、领导权变理论（Contingency Theory）为基础,构建了领导-部属交换、资源获取、负向情感特质和员工家庭贬损之间的关系模型。以成都市某银行的193名员工及员工配偶为样本对研究假设进行了实证性检验,研究结果表明:（1）领导-部属交换对员工家庭贬损具有负向的影响;（2）领导-部属交换对员工资源获取具有正向的影响;（3）员工资源获取对员工家庭贬损具有负向影响;（4）员工资源获取在领导-部属交换和家庭贬损之间起着完全中介的作用;（5）下属的负向情感特质越强,领导-部属交换对员工资源获取的直接影响以及对员工家庭贬损的间接影响就越强。     

The security to lead: a systematic review of leader and follower attachment styles and leader–member exchange

ABSTRACT

Attachment styles can predict the quality of organizational relationships, particularly in reference to leader–member exchange (LMX). However, there is much work to be done in articulating and summarizing these findings and in detecting gaps in the literature. This systematic review fills a critical niche by providing a review of the attachment/LMX relationship. Using the PRISMA framework, this review integrates research on attachment styles and LMX by evaluating associations between secure, anxious, and avoidant attachment styles with LMX for leaders and followers. Across 10 studies, we review the evidence for associations between leader and follower attachment and LMX. We seek to investigate if secure attachment is associated with high-quality LMX and if insecure attachment is associated with lower quality LMX. Our review in general provides mixed support for these propositions, although the association of avoidant attachment for followers with LMX received consistent support. Furthermore, our results highlight the need to consider potential moderating and mediating factors within the attachment/LMX relationship. Based on the patterns of these relationships and the methodological gaps in the literature, we discuss the managerial implications for attachment styles in work and organizational psychology and suggest several directions for future research on the attachment–LMX relationship.