Demographic and Organizational Influences on Leader–Member Exchange and Related Work Attitudes

Demographic and organizational characteristics were examined for their ability to constrain or facilitate leader–member exchange [LMX] processes. Independent effects of these variables and LMX on work attitudes also were examined within a latent variable model. Data were collected from 208 employees in 31 public libraries. Demographic differences and organizational characteristics were found to be independently related to the quality of exchange. Organizational influences were more pervasive than demographic influences. Both context and LMX variables predicted work attitudes, with LMX providing an independent influence on those attitudes. Findings were consistent with the notions that LMX is a value-add process and that the leadership context can create boundaries for LMX development. The organizational findings also were consistent with the argument that context can affect leader discretion and thus LMX. Results are discussed in terms of boundary conditions on LMX and future research on understanding their role in leadership.     

Linking Justice, Performance, and Citizenship via Leader–Member Exchange

While organizational justice continues to garner attention by researchers, why perceptions of justice influence a variety of outcomes is still in need of explanation. In this paper, we examine one type of social exchange process that may provide a better link between perceptions of fairness and important organizational outcomes. Specifically, we examine how leader–member exchange (LMX) affects the relationship between employee perceptions of fairness and supervisor-rated performance and organizational citizenship behaviors (OCBs). Data from our study demonstrates that LMX fully mediates the relationship between interactional justice and performance and OCBs. In addition, the results demonstrate that LMX moderates the relationship between both distributive and procedural justice and OCBs.     

A Multilevel Examination of the Relationship Between Leader–Member Exchange and Work–Family Outcomes

Purpose

Recent work–family literature has identified leadership as an area for practical research inquiry. The purpose of the present study was to conduct a multilevel analysis that applies leader–member exchange (LMX) and conservation of resources theories as frameworks for optimizing subordinates’ work–family experiences.

Design/Methodology/Approach

Effects of the interaction between individual-level and workgroup-level LMX on work–family outcomes were examined using web-based survey data from 765 information technology workers in 79 workgroups.

Findings

High LMX was linked to reduced work interference with family, perceptions of managerial support, perceived career consequences, and organizational time demands. However, the benefits of high LMX were attenuated in the presence of low workgroup LMX for all outcomes except managerial support.

Implications

Findings suggest that an individual’s work–family experiences are influenced by both self and others’ supervisory relationships and provide further support for the efficacy of multilevel examinations of LMX. Results support LMX theory as a framework for enhancing work–family outcomes. Through individual and group-level LMX, supervisors may foster perceptions that shape work–family micro-climates within the same organization.

Originality/Value

This study focuses on a practical avenue for intervention (i.e., leadership) using a theoretically grounded approach. It uncovers a possible mechanism—high individual and group LMX—through which work–family outcomes can be improved. Additionally, this study answers calls in the work–family literature for research with implications for intervention and employs multilevel modeling.

     

Is Person–Organization Fit Beneficial for Employee Creativity? Moderating Roles of Leader–Member and Team–Member Exchange Quality

ABSTRACT

This study investigates the effect of person–organization (PO) fit on employee creativity. We draw on social exchange theory and identify leader–member exchange (LMX) and team–member exchange (TMX) as moderating contingencies. Our empirical analysis based on 167 employee–supervisor dyads confirms that LMX activates the significance of PO fit toward creativity. In addition, under high LMX, PO fit effect on creativity is positive when TMX is high. Subsequent analyses show that employees with high PO fit exhibit the highest level of creativity when LMX and TMX are high. Findings on the three-way interaction among PO fit, LMX, and TMX toward creativity offer new insights into a phenomenon that is mostly neglected in the literature.     

Work-to-Life Spillover Effect of Leader–Member Exchange in Groups: The Moderating Role of Group Power Distance and Employee Political Skill

While prior studies have focused on the effect of leader–member exchange (LMX), representing a dyadic differentiated exchange relationship between a leader and followers, on employees’ job-related outcomes, how LMX at the group level influences one’s life domain has been ignored. The present study shifted attention to the relationship between LMX mean and employee life satisfaction as well as the boundary conditions. Using a sample of 471 employees from 53 groups and hierarchical linear modeling, we examined the cross-level main effect of LMX mean on life satisfaction and the moderation of group power distance and individual political skill. The results revealed that LMX mean had a work-to-life spillover effect on employee life satisfaction. Employee political skill positively moderated the relationship between LMX mean and life satisfaction, whereas group power distance negatively moderated the relation. Theoretical and practical implications were further discussed.     

Effects of Supervisor “Big Five” Personality on Subordinate Attitudes

Leadership theory has long sought to find traits associated with effective leadership. This study uses the five-factor model of personality to investigate the relationship between the personality of supervisors and aggregated attitudes of subordinates. Results from 131 supervisors and 467 subordinates support the notion that supervisor personality is related to subordinate attitudes. Overall, high levels of supervisor Agreeableness, Emotional Stability and Extraversion, plus low levels of Conscientiousness are related to subordinate ratings of satisfaction with supervisor, overall satisfaction, affective commitment and turnover intentions. However, the relationships are somewhat weak and differ across specific criteria. Implications for these findings are discussed.     

The Influence of Mothers’ Emotional Expressivity and Class Grouping on Chinese Preschoolers’ Emotional Regulation Strategies

Emotional regulation within the context of social situations refers to an individual’s ability to respond to emotions in socially acceptable ways in order to adapt quickly and to maintain good interpersonal relationships. Emotional regulation is a psychological characteristic at the core of social stability. The preschool period is a stage in which children’s emotional regulation develops rapidly. Because homes and preschools are the two main places where preschoolers grow and spend their time, their mothers and peers play key roles in their social interactions. Therefore, the present study explored how the emotional regulation strategies of preschool children in China are affected by children’s class grouping and their mothers’ emotional expressivity. The participants were 182 preschoolers (ages 3–5) who were recruited for this study. The Emotional Regulation Strategy Questionnaire and the Self-Expressiveness in the Family Questionnaire were used to explore preschoolers’ emotional regulation strategies and their mothers’ emotional expressivity, respectively. The study results are as follows. (1) As they develop, preschool children use more positive emotional regulation strategies and fewer negative emotional regulation strategies. (2) Children in mixed-age classes use fewer passive reaction strategies than children in same-age classes do. For replacement activity strategies, only 4-year-old children in mixed-age classes score higher than children in same-age classes. (3) Mothers’ tendencies toward positive emotional expression can positively predict their children’s use of positive emotional regulation strategies, and their displays of negative emotions can positively predict their children’s use of negative emotional regulation strategies.     

The Impact of Childhood Emotional Abuse on Adolescents’ Subjective Happiness: the Mediating Role of Emotional Intelligence

Subjective happiness has been considered a key indicator of adolescents’ healthy development. The present study aimed at identifying the impact of childhood emotional abuse on adolescents’ subjective happiness and the possible role of emotional intelligence as a mediating variable. Using convenience sampling, a cross-sectional survey was conducted with 9 secondary schools in Hong Kong, China. Participants included a total of 1710 grade 8 to grade 9 secondary school students. The mean age was 13.6, and 61.2% were boys. Measures included child abuse and trauma, emotional intelligence, and subjective happiness. The results showed that childhood emotional abuse in adolescents’ childhood is a significant risk factor for subjective happiness. Emotional intelligence has a partial mediation effect on the relationship between childhood emotional abuse and subjective happiness. It is noteworthy that parenting practices in childhood have a significant impact on children’s happiness even after a period of time. It is suggested that students’ emotional intelligence be enhanced to increase their subjective happiness. Although the conventional parenting style may be rooted in Chinese culture, a paradigm shift in parenting seems to be needed for Chinese parents. Efforts should be made to promote appropriate parenting methods and emotional intelligence in Chinese societies. Limitations of the study and recommendations for future research are also discussed.

     

An Examination of Exchange Quality and Work Stressors in Leader–Follower Dyads

This study examined the relationship between quality of leader–member exchange and follower perceptions of work stress. It was proposed that followers in higher quality exchanges were less likely to perceive work stressors than followers in exchanges of lower quality. Data collected from 215 employees of a midsized public university substantially supported this proposition. Quality of leadermember exchange was negatively related to role conflict, role ambiguity, low job scope, lack of career progress, and lack of participation experienced by followers.     

The Leader’s Hypnotic Influence and the Creation of Alternate Reality

The American Journal of Psychoanalysis - Psychoanalysis has traditionally been an insular practice by analysts in their offices sequestered from any outside intrusion. However, in recent years a...     

The Influence of Leader’s Spiritual Values of Servant Leadership on Employee Motivational Autonomy and Eudaemonic Well-Being

This research examined the role of leader’s spiritual values in terms of the “servant leadership” in the process of promoting employee’s autonomous motivation and eudaemonic well-being. Sample consists of 265 Chinese supervisor-subordinate dyads recruited from a variety of industries in Taiwan. Spiritual values perceived by the subordinates, as well as the discrepancy between leader-subordinate perceptions, but not the leader’s self-perceptions of spiritual values, were found to contribute significantly beyond transactional leadership in predicting subordinate motivational autonomy and eudaemonic well-being, and subordinate autonomous motivations fully mediates the relationship between spiritual values and eudaemonic well-being.     

Can Lonely People Behave Morally? The Joint Influence of Loneliness and Empathy on Moral Identity

We examine how loneliness moderates the effect of empathy on moral identity: the extent to which being a moral person is important to an individual's identity. Results of four studies show that only lonely people have increased moral identity when they have high (vs. low) empathy; empathy does not reliably increase moral identity for nonlonely people. We demonstrate these effects with psychological measures of moral identity as well as with downstream moral behaviors in various consumer settings. Our findings are consistent with the motivation theory of loneliness and empathy: Lonely people are capable, but are not motivated to empathize.     

Is Relational Demography Relative? How Employment Status Influences Effects of Supervisor–Subordinate Demographic Similarity

Purpose  

Because diversity is vital to many businesses, it is important to understand how demographic differences between individuals in the workplace influence employee behavior. In this study, we focused on demographic similarity (i.e., sex, racioethnicity) with one’s supervisor as a predictor of employee withdrawal. Further, we examined employees’ employment status (i.e., part-time vs. full-time) as a moderator of the similarity–withdrawal relationships.     

Leader Member Exchange in Leaders’ Support for Voice: Good Relationships Matter in Situations of Power Threat

While previous research underscores the role of leaders in stimulating employee voice behaviour, comparatively little is known about what affects leaders’ support for such constructive but potentially threatening employee behaviours. We introduce leader member exchange quality (LMX) as a central predictor of leaders’ support for employees’ ideas for constructive change. Apart from a general benefit of high LMX for leaders’ idea support, we propose that high LMX is particularly critical to leaders’ idea support if the idea voiced by an employee constitutes a power threat to the leader. We investigate leaders’ attribution of prosocial and egoistic employee intentions as mediators of these effects. Hypotheses were tested in a quasi-experimental vignette study (N = 160), in which leaders evaluated a simulated employee idea, and a field study (N = 133), in which leaders evaluated an idea that had been voiced to them at work. Results show an indirect effect of LMX on leaders’ idea support via attributed prosocial intentions but not via attributed egoistic intentions, and a buffering effect of high LMX on the negative effect of power threat on leaders’ idea support. Results differed across studies with regard to the main effect of LMX on idea support.     

Development and validation of the Drivers’ Emotional Intelligence Inventory (EMOVIAL)

Road fatalities involving young road users have become a global health issue. Although human factors are known to be involved in road fatalities, little research has examined the way in which emotional competencies may affect road accidents. With the aim of filling this gap we describe the development and validation of a scale for measuring emotional intelligence when driving. The EMOVIAL inventory consists of nine items distributed across three dimensions (attention to emotions while driving, clarity of emotions while driving, and emotional regulation while driving). Analysis of its psychometric properties showed it to be valid and reliable. The paper discusses how the scale may be used to improve road safety.     

Too Much of a Good Thing? Emotional Intelligence and Interpersonal Conflict Behaviors

Research suggests that the outcomes of interpersonal conflict are determined not only by the conflict itself, but also by the way in which it is handled. Confrontational and domineering tactics have been found to magnify the adverse impact of conflict. Thus, investigations of determinants of aggressive conflict management behaviors are of considerable interest. This study extends the literature by examining the relationship between conflict management preferences and conflict management behaviors and by examining how emotional intelligence (EI) shapes this preference-behavior relationship. Individuals’ conflict management preferences predicted actual conflict management behaviors. EI was found to moderate this relationship. However, some of these moderating effects run contrary to the popular view of EI as a prosocial concept. Specifically, some EI facets were found to strengthen the link between aggressive conflict management preferences and subsequent conflict management behaviors.     

Do Smarter People Employ Better Decision Strategies? The Influence of Intelligence on Adaptive Use of the Recognition Heuristic

Within the adaptive toolbox approach, it has repeatedly been shown that, on average, people tend to adapt their decision strategies to the decision context. Building upon these results, we investigated whether individuals systematically differ in their ability to successfully adapt to the situation when applying the fast‐and‐frugal recognition heuristic (RH). In decisions between recognized and unrecognized choice objects, individuals can base their choices solely on recognition, as predicted by the RH, or they can use further knowledge retrieved from memory. Since intelligence has been conceived as the ability to successfully adapt to different situations, we expected intelligence to influence the degree of adaptive use of the RH. To test this hypothesis, we first re‐analyzed data that referred to a decision domain for which RH‐use is known to perform well. As expected, individual RH‐use increased with general intelligence. Next, we designed an experiment addressing individual RH‐use in two new decision domains, one domain for which RH‐use was less effective than knowledge‐use and another domain for which both strategies were about equally effective. In addition, we tested whether fluid or crystallized intelligence best predicts adaptive use of the RH. RH‐use was found to decrease with fluid but not crystallized intelligence when RH‐use was less effective than use of further knowledge. In contrast, there was no significant association between either type of intelligence and RH‐use when none of the two strategies was optimal. We conclude that adaptive use versus non‐use of the RH is moderated by fluid intelligence. Copyright © 2017 John Wiley & Sons, Ltd.