scholarly journals Analysis of Relationships between Coaches' Organizational Justice and Leader-Member Exchange by Structural Equation Modeling

2018 ◽  
Vol 7 (3) ◽  
pp. 197
Author(s):  
Yakup Akyel
Keyword(s):  
Structural Equation Modeling ◽  
Marital Status ◽  
Organizational Justice ◽  
Structural Equation ◽  
The Other ◽  
Equation Modeling ◽  
Leader Member Exchange ◽  
Other Hand ◽  
Member Exchange ◽  
Exchange Level

In this study, it was aimed to determine to what extent coaches’ organizational justice levels were explained by a leader-member exchange. This study was conducted by using correlational survey model and its sub-purposes were to determine the coaches’ organizational justice levels and to examine the differences in organizational justice levels according to their demographics. 230 coaches participated in the study. As a result of the study, it was determined that the organizational justice level of the coaches is generally moderate. It was found that coaches’ organizational justice levels did not differ significantly among their genders, age, and marital status; on the other hand, those levels differed significantly among their seniority and ranks.  As a result of the structural equation modeling, it was found that the coaches’ leader-member exchange level was a positive and significant predictor (R2 = 0.53) of their organizational justice level. 

Leader mindfulness and employee creativity: The importance of leader–member exchange

2021 ◽  
Vol 49 (9) ◽  
pp. 1-9
Author(s):  
Huwa Tan ◽  
Zhou Wang ◽  
Jiaxin Huang
Keyword(s):  
Structural Equation Modeling ◽  
Structural Equation ◽  
Equation Modeling ◽  
Leader Member Exchange ◽  
Manufacturing Companies ◽  
Employee Creativity ◽  
High Quality ◽  
Member Exchange ◽  
The Impact

The main objective of this study was to clarify the mechanisms through which leader mindfulness enhances employee creativity, and we proposed that leader–member exchange (LMX) would act as a mediator of this relationship. To test our hypotheses we conducted a survey with 329 subordinates and 51 supervisors employed at three large manufacturing companies in China. The results of structural equation modeling show that the association of leader mindfulness with employee creativity was positive, and that LMX partially mediated this link. This study provides useful insights in explaining the impact that leader mindfulness has on employee creativity by focusing on LMX as a mediator. Our findings indicate that organizations should take leader mindfulness into account, and that managerial interventions should be implemented to establish high-quality LMX relationship.

Leader–Member Exchange, Sales Performance, Job Satisfaction, and Organizational Commitment Affect Turnover Intention

2018 ◽  
Vol 46 (11) ◽  
pp. 1909-1922 ◽  
Author(s):  
Liang Li ◽  
Yongyue Zhu ◽  
Chanwook Park
Keyword(s):  
Job Satisfaction ◽  
Structural Equation Modeling ◽  
Organizational Commitment ◽  
Turnover Intention ◽  
Structural Equation ◽  
Sales Performance ◽  
Equation Modeling ◽  
Leader Member Exchange ◽  
Member Exchange ◽  
Indirect Relationship

We explored whether or not leader–member exchange (LMX) had an indirect relationship with turnover intention through the mediators of salespersons' sales performance, job satisfaction, and organizational commitment. Survey forms were distributed to 228 salespersons in several industries, and structural equation modeling was conducted to test the research hypotheses. Empirical results were as follows: First, LMX positively affected sales performance, job satisfaction, and organizational commitment. Second, LMX indirectly affected turnover intention through the mediators of sales performance, job satisfaction, and organizational commitment among those salespersons. Third, LMX indirectly and positively affected job satisfaction and organizational commitment through the mediator of sales performance, which, in turn, influenced salespersons' turnover intention. We discuss the theoretical contributions and implications of our findings.

scholarly journals Organizational Image and its Relation with Leader-member Exchange and Organizational Justice in Schools

2021 ◽  
Vol 8 (3) ◽  
pp. 111-122
Author(s):  
Selcuk Demir ◽  
Ahmet Saylik
Keyword(s):  
Organizational Justice ◽  
Structural Equation ◽  
Structural Model ◽  
School Principal ◽  
Mediating Effect ◽  
Equation Modeling ◽  
Cluster Sampling ◽  
Leader Member Exchange ◽  
Organizational Image ◽  
Member Exchange

This study aims to reveal the relationship between organizational image and leadermember exchange (school principal-teacher) and organizational justice in schools. 213 teachers working in secondary schools in Hatay, who were selected via the disproportionate cluster sampling method, constitute the sample of this research. The research data were gathered by using the “Organizational Image Scale”, the “Leader-Member Exchange Scale” and the “Organizational Justice Scale”. The Structural Equation Modeling Analysis and descriptive analysis were implemented in the research. Measurement modelling has shown that variables are statistically positively and significantly correlated to each other. A structural model has been suggested in conformity with the theoretical framework. According to the outcomes of structural equation analysis, organizational image positively affects the leader-member exchange. Teachers’ perceived organizational image positively affects perceived organizational justice with the partial mediating effect of leader-member exchange. The findings of this study were discussed and some recommendations were given.

What Makes Companies to be More Innovative and Profitable?

2010 ◽  
pp. 64-75 ◽  
Author(s):  
Ana Pérez-Luño ◽  
Ramón Valle-Cabrera ◽  
Johan Wiklund
Keyword(s):  
Structural Equation Modeling ◽  
Structural Equation ◽  
Important Determinant ◽  
Two Dimensions ◽  
Modeling Method ◽  
The Other ◽  
Equation Modeling ◽  
Empirical Results ◽  
Other Hand ◽  
The Impact

The aims of this chapter are the following. First, we delimitate the innovation and imitation concepts. Secondly, using Structural equation modeling method, we empirically test the impact of two dimensions of market and entrepreneurial orientations, respectively, on the decision to be more or less innovative. Thirdly, we relate this decision with the company’s performance. Based on a survey of 304 companies, our empirical results support, on one hand, the view that proactivity is the most important determinant of the decision of weather to innovate or imitate. On the other hand, we find that the company’s performance is not conditioned by the decision of innovating or imitating, but is rather determined by the company’s proactivity and focus on customers.

Impulsivity and Aggression: A Meta-analysis Using the UPPS Model of Impulsivity

2019 ◽  
Author(s):  
Konrad Bresin
Keyword(s):  
Structural Equation Modeling ◽  
Sensation Seeking ◽  
Structural Equation ◽  
Meta Analysis ◽  
The Other ◽  
Equation Modeling ◽  
Negative Urgency ◽  
Two Stage ◽  
Trait Impulsivity

Trait impulsivity has long been proposed to play a role in aggression, but the results across studies have been mixed. One possible explanation for the mixed results is that impulsivity is a multifaceted construct and some, but not all, facets are related to aggression. The goal of the current meta-analysis was to determine the relation between the different facets of impulsivity (i.e., negative urgency, positive urgency, lack of premeditation, lack of perseverance, and sensation seeking) and aggression. The results from 93 papers with 105 unique samples (N = 36, 215) showed significant and small-to-medium correlations between each facet of impulsivity and aggression across several different forms of aggression, with more impulsivity being associated with more aggression. Moreover, negative urgency (r = .24, 95% [.18, .29]), positive urgency (r = .34, 95% [.19, .44]), and lack of premeditation (r = .23, 95% [.20, .26]) had significantly stronger associations with aggression than the other scales (rs < .18). Two-stage meta-analytic structural equation modeling showed that these effects were not due to overlap among facets of impulsivity. These results help advance the field of aggression research by clarifying the role of impulsivity and may be of interest to researchers and practitioners in several disciplines.

scholarly journals From Ethical Leadership to Team Creativity: The Mediating Role of Shared Leadership and the Moderating Effect of Leader–Member Exchange Differentiation

2021 ◽  
Vol 13 (20) ◽  
pp. 11280
Author(s):  
Jue Wang ◽  
Hae-Ryong Kim ◽  
Byung-Jik Kim
Keyword(s):  
Ethical Leadership ◽  
Social Information Processing ◽  
Shared Leadership ◽  
Structural Equation ◽  
Role Theory ◽  
Equation Modeling ◽  
Leader Member Exchange ◽  
Team Creativity ◽  
Moderated Mediation Model ◽  
Member Exchange

Alongside ethical leadership’s effectiveness on team creativity, the superiority of shared leadership has been emphasized in the literature. Based on role theory, social information processing theory, and allocation preferences theory, this study suggests that shared leadership functions as a critical intermediating mechanism to explain the influence of ethical leadership on team-level creativity. Moreover, the dispersion value of leader–member exchange (LMXD) moderates the influence of ethical leadership on shared leadership. To empirically test our hypotheses, this paper used multisource samples and team-level data with moderated mediation model with PLS-SEM method. This study targeted a sample of 30 leaders and 233 team members who work at HRD Korea where a team structure is utilized. The results of structural equation modeling showed that ethical leadership increased shared leadership, and ethical leadership and shared leadership both positively affected team creativity. Shared leadership functioned as a crucial mediating factor in the ethical leadership–team creativity link. Moreover, the team-level LMXD moderated ethical leadership effectiveness on creativity via shared leadership.

The impact of leader-member exchange on knowledge sharing and performance

2016 ◽  
Vol 7 (3) ◽  
pp. 289-305 ◽  
Author(s):  
Maryam Sharifkhani ◽  
Javad Khazaei Pool ◽  
Sobhan Asian
Keyword(s):  
Knowledge Sharing ◽  
Structural Equation ◽  
Oil And Gas ◽  
Oil And Gas Industry ◽  
Equation Modeling ◽  
Leader Member Exchange ◽  
Content Type ◽  
Member Exchange ◽  
And Performance ◽  
The Impact

Purpose The purpose of this study is to investigate the relationship between leader-member exchange (LMX), knowledge sharing and performance. Design/methodology/approach To reach the objective, a sample was used which consisted of some oil and gas companies in Singapore with experience in balanced scorecard (BSC) perspectives. The partial least-squares structural equation modeling approach was used to test the model. Findings The results showed that LMX affects knowledge sharing and performance positively and meaningfully. Moreover, knowledge sharing affects performance. Originality/value An integrated model of LMX, knowledge sharing and performance was tested in the oil and gas industry. The combination of a developed country context and the significance of LMX enhances the contextual contribution of the paper.

Conscientiousness and Organizational Citizenship Behavior: The Mediating Role of Organizational Justice

2012 ◽  
Vol 40 (8) ◽  
pp. 1293-1300 ◽  
Author(s):  
Aiqin Lv ◽  
Xiuqin Shen ◽  
Yongfu Cao ◽  
Yonggang Su ◽  
Xiaoyang Chen
Keyword(s):  
Structural Equation Modeling ◽  
Organizational Justice ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Structural Equation ◽  
Citizenship Behavior ◽  
Equation Modeling ◽  
Mediating Role ◽  
Modeling Analysis

In this study we explored the role of organizational justice as a mediator between conscientiousness and organizational citizenship behavior. Longitudinal data were collected from 241 doctors and nurses employed in 11 Chinese hospitals. Structural equation modeling analysis results showed that the participants' perceptions of organizational justice significantly mediated the relationships between conscientiousness and the 5 dimensions of organizational citizenship behavior.

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