Paternalistic leadership, subordinate perceived leader–member exchange and organizational citizenship behavior

2015 ◽  
Vol 21 (3) ◽  
pp. 291-306 ◽  
Author(s):  
Chaoying Tang ◽  
Stefanie E Naumann
Keyword(s):  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Organizational Citizenship Behaviors ◽  
Three Dimensions ◽  
Moral Leadership ◽  
Leader Member Exchange ◽  
Citizenship Behaviors ◽  
Paternalistic Leadership ◽  
Benevolent Leadership ◽  
Member Exchange

AbstractChinese paternalistic leadership (PL) includes three dimensions: benevolence, morality and authoritarianism. Benevolent leadership positively affects organizational citizenship behaviors through leader–member exchange (LMX). Resource limitations of supervisors bring about LMX differentiations within groups. Little research has addressed the moderating effect of LMX differentiations on the three dimensions of paternalistic leadership and organizational citizenship behaviors. In a study on 307 team members and leaders in 47 teams in two hotels in China, we found that benevolence and moral leadership had a positive effect on organizational citizenship behaviors, whereas authoritarian leadership did not. Team LMX differentiations moderated the relationship between moral leadership, authoritarianism leadership and LMX.

scholarly journals Paternalistic Leadership and Safety Participation of High-Speed Railway Drivers in China: The Mediating Role of Leader–Member Exchange

2021 ◽  
Vol 12 ◽  
Author(s):  
Na Zhang ◽  
Shuzhen Liu ◽  
Bowen Pan ◽  
Ming Guo
Keyword(s):  
Structural Equation ◽  
High Speed ◽  
Moral Leadership ◽  
Equation Modeling ◽  
Leader Member Exchange ◽  
Paternalistic Leadership ◽  
High Speed Railway ◽  
Mediating Role ◽  
Benevolent Leadership ◽  
Member Exchange

This research aimed to examine the effects of paternalistic leadership on the safety participation of high-speed railway drivers. Survey data were collected from 601 drivers in major Chinese rail companies. Structural equation modeling was conducted to analyze the influence of paternalistic leadership on safety participation via leader–member exchange (LMX). The results indicated that moral leadership directly promotes safety participation. Besides, benevolent leadership was positively associated with safety participation. Also, LMX partially mediates the positive relationship between benevolent leadership, moral leadership, and safety participation. Therefore, paternalistic leadership promotes the safety participation of high-speed railway drivers.

scholarly journals The influence of cognitive style diversity on intra-group relationship conflict, individual-level organizational citizenship behaviors and the moderating role of leader-member-exchange

2019 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Meng Qi ◽  
Steven John Armstrong
Keyword(s):  
Cognitive Style ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behaviors ◽  
Relationship Conflict ◽  
Leader Member Exchange ◽  
Citizenship Behaviors ◽  
Content Type ◽  
Individual Level ◽  
Member Exchange

Purpose This paper aims to investigate the influence of cognitive style diversity on intra-group relationship conflict and individual-level organizational citizenship behaviors (OCBs). The role of leader-member exchange as a moderating variable is also examined. Design/methodology/approach The authors used hierarchical linear modeling and hierarchical regression analysis to analyze results from a sample of 344 members from 83 teams nested within 126 departments in six manufacturing organizations in the People’s Republic of China. Findings Results yielded general support for our hypothesized relationships between cognitive style diversity and intra-group relationship conflict. Leader-member exchange was also found to moderate the relationship between these two variables. Contrary to expectations, there were no relationships between these variables and individual-level organizational citizenship behaviors. Originality/value This research addresses calls from the team diversity and conflict literature to address the understudied area of deep-level cognitive diversity. Second, this study addresses previous calls for more team-level and mixed-level theory and methodology to inform OCB research. Third, this is the first study of group-level cognitive style diversity and the moderating influence of leader-member-exchange and provides valuable insights into ways of mitigating some of the negative effects of cognitive diversity on teams.

scholarly journals New Work: Die Effekte von Leader-Member Exchange auf psychologisches Empowerment, extraproduktives Verhalten und Fluktuationsabsicht der Mitarbeitenden

2020 ◽  
Author(s):  
Jana Lorra ◽  
Hannah Möltner
Keyword(s):  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Citizenship Behavior ◽  
Leader Member Exchange ◽  
New Work ◽  
Member Exchange

ZusammenfassungNew Work ist aktuell fraglos ein Trendthema, wobei darunter je nach Façon jedoch unterschiedlichste neue Formen der Arbeitsgestaltung verstanden werden. Trotz der Unterschiedlichkeit steht die Demokratisierung von Unternehmen und die Ermächtigung der darin arbeitenden Menschen im Fokus von New Work. Der vorliegende Beitrag stellt daher Bezüge zwischen New Work und der Literatur zum psychologischen Empowerment her. Letzteres beschreibt einen Zustand, in dem Mitarbeitende Macht und Selbstbestimmung erleben. Dafür ist die Beziehung zwischen Führung und Mitarbeitenden besonders relevant, da die neuen Arbeitsformen darauf abzielen Hierarchien abzubauen. Anhand einer quantitativen Erhebung (N = 150) an zwei Erhebungszeitpunkten wird untersucht, ob der Zusammenhang zwischen Leader-Member Exchange (LMX) und Organizational Citizenship Behavior (OCB) bzw. der Fluktuationsabsicht über psychologisches Empowerment mediiert wird. Die Ergebnisse des Strukturgleichungsmodells stützen die angenommen indirekten Zusammenhänge zwischen LMX und OCB als auch zwischen LMX und Fluktuationsabsicht, vermittelt jeweils durch das psychologische Empowerment. Der direkte Effekt zwischen LMX und OCB und zwischen LMX und Fluktuationsabsicht erreichte keine statistische Signifikanz. Somit mediiert psychologisches Empowerment die beiden Zusammenhänge vollständig.Praktische Relevanz: Die Ergebnisse unterstreichen die Bedeutung von psychologischem Empowerment im Führungskontext. Somit ist die Förderung von psychologischem Empowerment für Führungskräfte ein zentraler Ansatzpunkt zur Verringerung der Fluktuationsabsicht der Mitarbeitenden und zur Aufrechterhaltung und Stärkung von OCB.

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