The Joint Influence of Supervisor and Subordinate Emotional Intelligence on Leader–Member Exchange

Purpose  

The purpose of this study was to investigate the relationship between supervisor and subordinate levels of emotional intelligence (EI) and leader–member exchange (LMX). Drawing on the similarity-attraction paradigm and behavioral integration theory, we propose that supervisor–subordinate EI similarity will play a prominent role in LMX development.     

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.     

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.     

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 Influence of Close Ties on Depression: Does Network Religiosity Matter?

Despite a growing body of the literature on how features of social networks influence well-being, we know little of how the religiosity of social networks matter. This study addresses three types of religious social network ties and their association with mental health: same (non)-religious ties, religious discussion ties, and ties offering prayers on an individual's behalf. Using ego-centric network data from the 2006 Portraits of American Life Study (N = 2,223), multivariate regression results suggest that a greater number of ties that discuss religion and pray for the respondent are detrimental to the mental health of those of a low religious salience. Taken together, this study demonstrates that religious dimensions of social networks exact an important influence on mental health and highlights the importance of identifying specific features of religion among core network ties.     

Team–Member Exchange and Work Engagement: Does Personality Make a Difference?

Purpose

Adopting a person–situation interactionist framework, this study examined the joint effects of employee personality (i.e., extraversion, neuroticism, and conscientiousness) and social exchange relationships with peers (i.e., team–member exchange; TMX) in predicting work engagement.

Methodology

This study is based on survey responses from 235 Chinese employees collected at two time points with 3 months in between. We conducted moderated regression analyses to test the hypotheses that employees higher in extraversion or conscientiousness or lower in neuroticism would demonstrate a stronger TMX–work engagement relation.

Findings

Results from this study showed that the three focal personality traits moderated the TMX–engagement relation simultaneously. Specifically, the positive TMX–engagement relation was stronger for employees with higher extraversion or lower neuroticism than that for their counterparts. Interestingly, the TMX–engagement relation was positive for employees lower in conscientiousness but negative for those higher in conscientiousness.

Implications

These findings support the notion that lateral social exchange relationships in the workplace (i.e., TMX) are an important antecedent of work engagement and, more importantly, their beneficial effects on work engagement are contingent on certain types and/or levels of personality traits.

Originality/Value

This study not only advances our understanding of presumed antecedents of work engagement but also opens a new door for future research on work engagement by highlighting the importance of a person–situation interactionist framework.     

Two of a Kind? Leader–Member Exchange and Organizational Citizenship Behaviors:The Moderating Role of Leader–Member Similarity

This study investigates the role of similarity in ethnic origin between supervisor and employee as a potential moderator between subordinates' leader–member exchange (LMX) and organizational citizenship behavior (OCB). The results support the interaction effect of supervisor–subordinate ethnic differences with LMX and OCB. As hypothesized, OCB was positively related to LMX for both ethnically similar and dissimilar dyads, but the relationship was strongest for similar dyads.     

The Social Language of Time: The Time Perspective–Social Network Connection

Time perspective (TP) is a pivotal cognitive process through which people perceive, interpret, and negotiate their physical and social worlds. This study identifies unique patterns in the quality of social relationships that were associated with different TP dimensions. Low support and high conflict with family characterized past-negative TP. Large networks and high support from family distinguished past positive TP. Large networks with more support and companionship from friends/acquaintances typified present hedonistic TP. Having highly supportive significant others was associated with high future TP. Multidimensional time perspective is an essential cognitive process influencing human social behavior.     

Gray Matter Atrophy in the Cortico-Striatal-Thalamic Network and Sensorimotor Network in Relapsing–Remitting and Primary Progressive Multiple Sclerosis

Neuropsychology Review - Gray matter atrophy in multiple sclerosis (MS) is thought to be associated with disability and cognitive impairment, but previous studies have sometimes had discordant...     

Yup’ik Culture and Context in Southwest Alaska: Community Member Perspectives of Tradition,Social Change,and Prevention

This paper provides an introduction to key aspects of Yup’ik Inuit culture and context from both historical and contemporary community member perspectives. Its purpose is to provide a framework for understanding the development and implementation of a prevention initiative centered on youth in two communities in Southwest Alaska as part of collaboration with the University of Alaska Fairbanks and the National Institutes of Health. This paper is written from the perspective of elders and local prevention workers from each of the two prevention communities. The co-authors discuss their culture and their community from their own perspectives, drawing from direct experience and from ancestral knowledge gained through learning and living the Yuuyaraq or the Yup’ik way of life. The authors of this paper identity key aspects of traditional Yup’ik culture that once contributed to the adaptability and survivability of their ancestors, particularly through times of hardship and social disruption. These key processes and practices represent dimensions of culture in a Yup’ik context that contribute to personal and collective growth, protection and wellbeing. Intervention development in Yup’ik communities requires bridging historical cultural frames with contemporary contexts and shifting focus from reviving cultural activities to repairing and revitalizing cultural systems that structure community.     

The COVID-19–Social Identity–Digital Media Nexus in India: Polarization and Blame

Drawing on social identity theory and research on digital media and polarization, this study uses a quasi-experimental design with a random sample (n = 3304) to provide causal evidence on perceptions of who is to blame for the initial spread of COVID-19 in India. According blame to three different social and political entities—Tablighi Jamaat (a Muslim group), the Modi government, and migrant workers (a heterogeneous group)—are the dependent variables in three OLS regression models testing the effect of the no-blame treatment, controlling for Facebook use, social identity (religion), vote in the 2019 national election, and other demographics. Results show respondents in the treatment group were more likely to allay blame, affective polarization (dislike for outgroup members) was social identity based, not partisan based, and Facebook/Instagram use was not significant. Congress and United Progressive Alliance voters in 2019 were less likely to blame the Modi government for the initial spread. Unlike extant research in western contexts, affective and political polarization appear to be distinct concepts in India where social identity complexity is important. This study of the first wave informs perceptions of blame in future waves, which are discussed in conclusion along with questions for future research.     

Leading God’s People: Perceptions of Influence Among African–American Pastors

Journal of Religion and Health - Religious leaders, particularly African–American pastors, are believed to play a key role in addressing health disparities. Despite the role...     

Leader–Follower Attachment: Implications for Personality Assessment in Organizational Contexts

As a life-span theory of personality that is supported by more than 40 years of empirical research, attachment theory and associated measures have contributed immensely to our understanding of emotion regulation, social dynamics, and behavior. Nevertheless, little attention has been given to how attachment dynamics influence relationships at work or the extent to which adult attachment patterns are mirrored in leaders' perceptions and behaviors toward their direct reports. Moreover, attachment measures that use romantic relationships as their referent might not be appropriate for use in organizational settings with executive clients. Thus, a measure that directly references direct reports and that could be put to use in organizational contexts is needed. The two studies reported here supported the two-factor orthogonal structure of such a measure and results from a sample of Fortune 500 executives reveal that leader attachment relates in theoretically consistent ways with general adult attachment, the Big Five, emotional intelligence, and critical thinking. Results are discussed in terms of integrating attachment measures into organizational personality assessment to inform work with organizational clients.     

Correction to: Gray Matter Atrophy in the Cortico‑Striatal‑Thalamic Network and Sensorimotor Network in Relapsing–Remitting and Primary Progressive Multiple Sclerosis

Neuropsychology Review - A correction to this paper has been published: https://doi.org/10.1007/s11065-021-09503-6