Resistance to Change: The Moderating Effects of Leader-Member Exchange and Role Breadth Self-Efficacy

2015 ◽  
pp. 72-78
Author(s):  
Nur Izzah Mohd Radzi ◽  
Rozhan Othman
Keyword(s):  
Self Efficacy ◽  
Resistance To Change ◽  
Leader Member Exchange ◽  
Moderating Effects ◽  
Member Exchange

Leader-member exchange, learning orientation and innovative work behavior

2018 ◽  
Vol 30 (1) ◽  
pp. 32-47 ◽  
Author(s):  
Aungkhana Atitumpong ◽  
Yuosre F. Badir
Keyword(s):  
Self Efficacy ◽  
Work Behavior ◽  
Learning Orientation ◽  
Leader Member Exchange ◽  
Content Type ◽  
Innovative Work Behavior ◽  
Member Exchange ◽  
Innovative Work ◽  
Creative Self ◽  
Employee Learning

Purpose This study aims to examine the effects of leader–member exchange (LMX) and employee learning orientation on employee innovative work behavior (IWB) through creative self-efficacy. Design/methodology/approach Data have been collected from 337 employees and 137 direct managers from manufacturing sector. A hierarchical linear model has been used to test the hypotheses. Findings Results showed that LMX and employee learning orientation are positively related to employees’ IWB, and these relationships are mediated by creative self-efficacy. Originality/value This study expands previous results by empirically testing how LMX and employee learning orientation influence employees’ IWB through creative self-efficacy.

Reaction to “Comments on ‘The Effects of Leader-Member Exchange and Differential Treatment on Work Unit Commitment’: Distinguishing between Neutralizing and Moderating Effects”

2004 ◽  
Vol 95 (3) ◽  
pp. 879-882 ◽  
Author(s):  
Wim van Breukelen ◽  
Dorien Konst ◽  
René Van Der Vlist
Keyword(s):  
Unit Commitment ◽  
Interaction Effects ◽  
Differential Treatment ◽  
Leader Member Exchange ◽  
Moderating Effects ◽  
Work Unit ◽  
Member Exchange

Ye and Barbuto in 2004 made a number of interesting observations about use in 2002 by Van Breukelen, Konst, and Van der Vlist of the term ‘neutralizer’. They advised caution when employing the term ‘neutralizer’, preferring instead the designation ‘moderator’. Their comments underscore the importance of discussion on the nature of interaction effects in studies of leadership. Here we clarify our procedures in more detail and present the results of further analyses of our data.

Implicit followership theory to employee creativity: The roles of leader–member exchange, self-efficacy and intrinsic motivation

2017 ◽  
Vol 25 (1) ◽  
pp. 81-95 ◽  
Author(s):  
Ming Kong ◽  
Haoying Xu ◽  
Aiqin Zhou ◽  
Yue Yuan
Keyword(s):  
Intrinsic Motivation ◽  
Organizational Behavior ◽  
Social Exchange ◽  
Self Efficacy ◽  
Social Exchange Theory ◽  
Social Cognitive ◽  
Cognitive Theory ◽  
Leader Member Exchange ◽  
Member Exchange ◽  
Creative Self

AbstractLeaders’ implicit followership theory describes leaders’ personal assumptions about the traits and behaviors that characterize followers. Unlike traditional organizational behavior research, studies on leaders’ implicit followership theory can deepen our understandings of ‘how leaders and followers perceive, decide and take action’ from follower-centric perspective. Adopting 267 follower–leader dyads from 16 Chinese enterprises as our final sample, we found that: (1) positive leaders’ implicit followership theory had significant positive effect on followers’ creativity; (2) followers’ leader–member exchange with leader, intrinsic motivation and creative self-efficacy mediated the positive relationship between positive leaders’ implicit followership theory and followers’ creativity; (3) no significance difference was found between the mediating effects of leader–member exchange, intrinsic motivation and creative self-efficacy. The current study not only extended the application of social cognitive theory in leadership research, but also made contributions to the enrichment of social exchange theory and componential theory of creativity.

scholarly journals Leader Deception Influences on Leader–Member Exchange and Subordinate Organizational Commitment

2011 ◽  
Vol 18 (4) ◽  
pp. 508-521 ◽  
Author(s):  
Jennifer A. Griffith ◽  
Shane Connelly ◽  
Chase E. Thiel
Keyword(s):  
Affective Commitment ◽  
Leader Member Exchange ◽  
Moderating Effects ◽  
Negative Effects ◽  
Financial Outcomes ◽  
Financial Gain ◽  
Member Exchange ◽  
Follower Commitment ◽  
Follower Perceptions ◽  
Simulation Task

Deception is a common and daily occurrence in organizations. Despite this, little is known about how leader deception influences follower perceptions and commitment to the leader and the broader organization. This laboratory experiment uses a low-fidelity simulation task to investigate the effects of leader deception on follower perceptions of leader–member exchange (LMX) and follower commitment to the organization. Moderating effects of financial outcomes that resulted from deception, or who gained from deception, were also tested. Results showed negative effects of leader deception on follower LMX perceptions and affective commitment. Leader financial gain worsened the effects of leader deception on LMX compared with organizational financial gain. Implications of these findings are discussed.

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