Leader–member exchange (LMX), job autonomy, and creative work involvement

Researchers have claimed that high quality of supervisor–employee relationships (i.e., leader– member exchange; LMX) fosters creativity at work. Moreover, researchers have acknowledged that this relationship is not clear-cut but rather complex. The present study focused on the moderating role of job autonomy in the LMX-creative work involvement relationship. Longitu-dinal field survey data (N = 144) collected in a high-technology firm revealed a positive asso-ciation between LMX and creative work involvement and confirmed our assumptions on the moderating role of job autonomy. The positive relationship between LMX and creative work involvement was stronger when employees experienced greater job autonomy. Our findings point to the importance of considering the interplay of both, the leader–member relationship and job design issues for increasing employees' creative work involvement.

When creativity enhances sales effectiveness:the moderating role of leader–member exchange

This study extends research on creativity by exploring the boundary conditions of the creativity-job effectiveness relationship. Building on social exchange theory, we argue that the extent to which employee creativity is related to sales - an objective work effectiveness measure - depends on the quality of leader-member exchange (LMX). We hypothesize that the relationship between creativity and sales is significant and positive when LMX is high, but not when LMX is low. Hierarchical linear modelling analysis provided support for the interaction hypothesis in a sample of 151 sales agents and 26 supervisors drawn from both pharmaceutical and insurance companies. Results showed that sales agents who were more creative generated higher sales only when they had high quality LMX. An ad-hoc qualitative study provided a more detailed understanding of the moderator role played by LMX. Copyright © 2012 John Wiley & Sons, Ltd.

Supervisory safety practices in the work-related driving context

Work-related driving crashes are the most common cause of work-related injury, death, and absence from work in Australia and overseas. Surprisingly however, limited attention has been given to initiatives designed to improve safety outcomes in the work-related driving setting. This research paper will present preliminary findings from a research project designed to examine the effects of increasing work-related driving safety discussions on the relationship between drivers and their supervisors and motivations to drive safely. The research project was conducted within a community nursing population, where 112 drivers were matched with 23 supervisors. To establish discussions between supervisors and drivers, safety sessions were conducted on a monthly basis with supervisors of the drivers. At these sessions, the researcher presented context specific, audio-based anti-speeding messages. Throughout the course of the intervention and following each of these safety sessions, supervisors were instructed to ensure that all drivers within their workgroup listened to each particular anti-speeding message at least once a fortnight. In addition to the message, supervisors were also encouraged to frequently promote the anti-speeding message through any contact they had with their drivers (i.e., face to face, email, SMS text, and/or paper based contact). Fortnightly discussions were subsequently held with drivers, whereby the researchers ascertained the number and type of discussions supervisors engaged in with their drivers. These discussions also assessed drivers’ perceptions of the group safety climate. In addition to the fortnightly discussion, drivers completed a daily speed reporting form which assessed the proportion of their driving day spent knowingly over the speed limit. As predicted, the results found that if supervisors reported a good safety climate prior to the intervention, increasing the number of safety discussions resulted in drivers reporting a high quality relationship (i.e., leader-member exchange) with their supervisor post intervention. In addition, if drivers reported a good safety climate, increasing the number of discussions resulted in increased motivation to drive safely post intervention. Motivations to drive safely prior to the intervention also predicted self-reported speeding over the subsequent three months of reporting. These results suggest safety discussions play an important role in improving the exchange between supervisors and their drivers and drivers’ subsequent motivation to drive safely and, in turn, self reported speeding.

Occupational driver safety : conceptualising a leadership-based intervention to improve safe driving performance

Occupational driving crashes are the most common cause of death and injury in the workplace. The physical and psychological outcomes following injury are also very costly to organizations. Thus, safe driving poses a managerial challenge. Some research has attempted to address this issue through modifying discrete and often simple target behaviors (e.g., driver training programs). However, current intervention approaches in the occupational driving field generally do not consider the role of organizational factors in workplace safety. This study adopts the A-B-C framework to identify the contingencies associated with an effective exchange of safety information within the occupational driving context. Utilizing a sample of occupational drivers and their supervisors, this multi-level study examines the contingencies associated with the exchange of safety information within the supervisor-driver relationship. Safety values are identified as an antecedent of the safety information exchange, and the quality of the leader-member exchange relationship and safe driving performance is identified as the behavioral consequences. We also examine the function of role overload as a factor influencing the relationship between safety values and the safety information exchange. Hierarchical Linear Modelling found that role overload moderated the relationship between supervisors’ perceptions of the value given to safety and the safety information exchange. A significant relationship was also found between the safety information exchange and the subsequent quality of the leader-member exchange relationship. Finally, the quality of the leader-member exchange relationship was found to be significantly associated with safe driving performance. Theoretical and practical implications of these results are discussed.

Investigating the dynamics of the psychological contract : how and why individuals' contract beliefs change

The overall objective of this thesis is to explore how and why the content of individuals' psychological contracts changes over time. The contract is generally understood as "individual beliefs, shaped by the organisation, regarding the terms of an exchange agreement between individuals and their organisation" (Rousseau, 1995, p. 9). With an overall study sampling frame of 320 graduate organisational newcomers, a mixed method longitudinal research design comprised of three sequential, inter-related studies is employed in order to capture the change process. From the 15 semi-structured interviews conducted in Study 1, the key findings included identifying a relatively high degree of mutuality between employees' and their managers' reciprocal contract beliefs around the time of organisational entry. Also, at this time, individuals had developed specific components of their contract content through a mix of social network information (regarding broader employment expectations) and perceptions of various elements of their particular organisation's reputation (for more firm-specific expectations). Study 2 utilised a four-wave survey approach (available to the full sampling frame) over the 14 months following organisational entry to explore the 'shape' of individuals' contract change trajectories and the role of four theorised change predictors in driving these trajectories. The predictors represented an organisational-level informational cue (perceptions of corporate reputation), a dyadic-level informational cue (perceptions of manager-employee relationship quality) and two individual difference variables (affect and hardiness). Through the use of individual growth modelling, the findings showed differences in the general change patterns across contract content components of perceived employer (exhibiting generally quadratic change patterns) and employee (exhibiting generally no-change patterns) obligations. Further, individuals differentially used the predictor variables to construct beliefs about specific contract content. While both organisational- and dyadic-level cues were focused upon to construct employer obligation beliefs, organisational-level cues and individual difference variables were focused upon to construct employee obligation beliefs. Through undertaking 26 semi-structured interviews, Study 3 focused upon gaining a richer understanding of why participants' contracts changed, or otherwise, over the study period, with a particular focus upon the roles of breach and violation. Breach refers to an employee's perception that an employer obligation has not been met and violation refers to the negative and affective employee reactions which may ensue following a breach. The main contribution of these findings was identifying that subsequent to a breach or violation event a range of 'remediation effects' could be activated by employees which, depending upon their effectiveness, served to instigate either breach or contract repair or both. These effects mostly instigated broader contract repair and were generally cognitive strategies enacted by an individual to re-evaluate the breach situation and re-focus upon other positive aspects of the employment relationship. As such, the findings offered new evidence for a clear distinction between remedial effects which serve to only repair the breach (and thus the contract) and effects which only repair the contract more broadly; however, when effective, both resulted in individuals again viewing their employment relationships positively. Overall, in response to the overarching research question of this thesis, how and why individuals' psychological contract beliefs change, individuals do indeed draw upon various information sources, particularly at the organisational-level, as cues or guides in shaping their contract content. Further, the 'shapes' of the changes in beliefs about employer and employee obligations generally follow different, and not necessarily linear, trajectories over time. Finally, both breach and violation and also remedial actions, which address these occurrences either by remedying the breach itself (and thus the contract) or the contract only, play central roles in guiding individuals' contract changes to greater or lesser degrees. The findings from the thesis provide both academics and practitioners with greater insights into how employees construct their contract beliefs over time, the salient informational cues used to do this and how the effects of breach and violation can be mitigated through creating an environment which facilitates the use of effective remediation strategies.

Leader - Follower Relations In An Intercultural Chinese Context - Personal, Interpersonal and Behavioural Influences and Impact on Work Contribution

The successful interaction between leaders and their followers is central to the overall functioning of a company. The increasingly multinational nature of modern business and the resulting multicultural and increasingly heterogeneous workforce imposes specific challenges to the development of high-quality work relationships. The Western multinational companies that have started operations in China are facing these challenges. This study examines the quality of leader-follower relationships between Western expatriate leaders and their Chinese followers as well as between Chinese leaders and their Chinese followers in Western-owned subsidiaries in China. The focus is on the influence of personal, interpersonal and behavioural factors (personality, values, cultural knowledge, perceived and actual similarity, interactional justice, and follower performance) and the work-related implications of these relationships (job attitudes and organisational citizenship behaviour). One interesting finding of this study is that Chinese followers have higher perceptions of their Western than their Chinese leaders. The results also indicate that Chinese and Western leaders’ perceptions of their followers are not influenced favourably by the same follower characteristics. In a similar vein, Chinese followers value different traits in Western versus Chinese leaders. These results, as well as the numerous more specific findings of the study, have practical implications for international human resource management and areas such as selection, placement and training. Due to the different effect of personal and interpersonal factors across groups, it is difficult to achieve the “perfect match” between leader and follower characteristics that simultaneously contribute to high-quality relationships for Chinese and Western leaders as well as for followers. However, the results indicate that the ability of organisations to enhance the quality of leader-follower relations by selecting and matching people with suitable characteristics may provide an effective means for organisations to increase positive job attitudes and hence influence work-related outcomes.

人－组织匹配等因素对员工的满意度、组织承诺的影响

P-J Fit and P-O Fit are focus problems in the investigation field of industry and organization psychology. They have distinct influences on staff job performance and job attitude. In a certain extend,these influences are moderated by some variables. LMX(Leader-member Exchange) and TMX(Team-member exchange) are two most important personal relationship types in job scene. Post investigations indicated that they are equal to forecasting variables and moderating variables of staff job performance and job attitude. From actualities, although there are many investigations about the relationships between P-J Fit, P-O Fit, LMX, TMX and job attitude, these investigations only focused on some aspects, and they discussed little about four aspects at one time and mutual influences. Using hierarchical regression analysis to analyze the survey data collected from 592 employees in a big governmental telecom company, we got some results as follows: (1)After controlling demography variables, standardized regression coefficients on P-J Fit, P-O Fit, LMX, TMX and job satisfaction, organization commitment are all positive, and reach distinct levels. (2) LMX could distinctly moderate the influences of P-J Fit, P-O Fit on job satisfaction, but couldn’t distinctly moderate the influences of the two on organization commitment. Specifically, as LMX increased,the effect of P-J on job satisfaction decreased gradually,while the effect of P-O increased. (3) TMX could not distinctly moderate the relationships between P-J Fit, P-O Fit, job satisfaction and organization commitment. The theoretical implication of this investigation lies in enriching and developing investigations in these fields in a certain extend, through conforming the influences of P-J Fit, P-O Fit, LMX, and TMX on job satisfaction and organization commitment. The practical implication lies in revealing these aspects for corporation governors: When selecting applications for a job, they should try their best to realize the best fit of personal ability and the job requirements, personal value and organization culture. They should enhance staff job satisfaction and organization commitment through furthering the relationship between the leader and members, team members each other. They should cushion disadvantage influences of non-P-J Fit on staff job satisfaction and enhance positive influences of P-O Fit. 【Key words】 person-job fit; person-organization fit; leader-member exchange; team member exchange; job attitude

同事关系质量及其作用机制

Although the research into coworker relationship quality has been recognized one of key factors related to organization performance, and has been thought a new trend in organization behavior research with the flatting of organization structure and complication of task assignment, there is relatively little empirical research on the mechanism between coworkers’ interaction, contraring to the fruitful results on member exchange research based on social network theory, say nothing of the influence of cultural differences such as GUANXI. This research developed the scale for the assessment of Coworker Relationship Quality by literature review, deep interview, and questionnaires, compared the predictable ability of Coworker Relationship Quality (CRQ) scale and Coworker Exchange (CWX) scale on employees’ work attitudes and behaviors. Finally, the mediating effect of Coworker Relationship Quality between employees’ similarities on personality and their work attitudes and behaviors was investigated. Following are main results. Firstly, we found that the interpersonal communication, trust, and mutual support are the key factors of coworker relationship quality, which is similar to the result getting from western samples. But Chinese people are more GUANXI ORIENTATION, means they want to build longtime relationship with others, not only when they are coworkers, but also when one of them left the organization. Secondly, though the core meaning of CRQ and CWX are same, their predictable ability on organization outcomes is different. CRQ is more powerful than CWX, especially on turnover intention. The result showed that after controlling the effect of demographic variables and CRQ, CWX cannot predict turnover intention significantly, but CRQ can still predict turnover intention significantly after controlling demographic variables and CWX. Thirdly, the partial mediating effect of CRQ between positive affectivity similarity and organizational citizenship behavior, coworker satisfaction, organizational commitment and turnover intention are validated, but we did not find the mediating effect of CRQ between demographic variable similarity and workers’ attitudes and behaviors. The Similarity Attraction Paradigm, Social Identity Theory, and Self Category Theory were supported.

任职者工作分析评价结果影响因素的多水平探讨

As the foundation of other human resource practices, job analysis plays an essential role in HR management. Exploring sources of variance in job analysis ratings given by incumbents from the same job is of much significance to HRM practices. It can also shed lights on employee motivation in organizations. But previous studies in job analysis field have usually been conducted at individual level and take variance in job analysis ratings given by incumbents of the same job as error or bias. This dissertation takes the position that the variance may be meaningful based on role theory and other relevant theories. It first reviewed pervious studies on factors which may influence job analysis ratings provided by incumbents of the same job, and then investigated individual, interpersonal and organizational level variables which may exert impacts on these job analysis ratings, using multilevel data from 8 jobs of 1124 incumbents. The major findings are as follows: 1) Level of job performance and job attitudes affect incumbents’ job analysis ratings by incumbents of the same job at individual level. Specifically, incumbents with high level of job performance rated their job require higher levels of technical skills (power plant designers), and regarded information processing activities as more important to their job (book editors). Regarding the effects of job attitudes, incumbents of the four jobs with high level of job satisfaction gave higher importance and level ratings on organizational and cognitive skills, as well as higher level ratings on technical skills. Further, incumbents with higher affective commitment provided higher importance and level ratings of cognitive skills. Lastly, more involved job incumbents perceived organizational skills and cognitive skills as more important, and required at higher levels, for their job. 2) Leader-Member Exchange and goal structure also have effects on job analysis ratings by incumbents of the same job at interpersonal level. In good quality LMX relationship, news reporters rated decision-making activities and interpersonal activities as more important to their job. On the other side, when book editors structured their goals as cooperative with others’, they provided higher importance ratings on reasoning and interpersonal skills, and related personality requirements, as well as higher level ratings on reasoning abilities. 3) Worker requirements for the identical job are distinct from one organization to another. Specifically, there were between-organization differences in achievement orientation and conscientiousness related personality requirements. In addition, two dimensions of organizational culture, achievement-oriented culture and integrity-oriented culture in particular, were significantly associated with importance ratings of achievement orientation and conscientiousness related personality requirements respectively. Furthermore, achievement-oriented culture both directly and indirect (through job involvement) influenced achievement orientation related personality requirements. The results indicate that variation in job analysis ratings provided by incumbents of the same job may be meaningful. Future job analysis studies and practices should consider the impacts of these individual, interpersonal and organizational level factors on job analysis information. The results also have important implications for employee motivation concerning how organizational demands can be transformed into specific job and worker requirements.

员工的组织支持感和工作压力对工作结果变量的作用——中国民航管制员研究

Both perceived organizational support and job stresses have impact on employees’ work outcomes. Great progresses have been made in past researches. However, there are many disputes about the impact of perceived organizational support (POS) on job performance (especially, safety performance), the impact of job stresses on job performance (especially, safety performance) and job attitudes, as well as the interaction of subordinates’ POS and job stresses, and the impact of supervisor on subordinates’ POS et al.. Thus, the aim of the study is to explore the impact of supervisors’ POS, leader-member exchange(LMX) on subordinates’ POS, the direct impact of subordinates’ POS and job stressors from task and rewards on work attitudes(job satisfaction, turnover intention) and safety behaviors(safety compliance and safety participation), and the interaction of subordinates’ POS and job stresses. Analyses are based on the data from interviewing of 20 staff, posts of a Chinese civil aviation Bulletin Board System (BBS) and surveys of 216 subordinates and 42 supervisors from two Chinese civil aviation Air traffic control centers (ATC). The major findings are listed as follows: Firstly, the exchange relationship between supervisors and members has impact on subordinates’ POS by the fully mediating role of subordinates’ perceived supervisor support (PSS). But supervisors’ POS have no impact on subordinates’ POS. Secondly, subordinates’ POS has a direct and positive impact on their job satisfaction and safety behaviors, and a negative impact on turnover intention. Specifically, the higher the employees’ perceived organizational support, the higher job satisfaction and safety behaviors, as well as the lower turnover intention they have. Moreover, POS has stronger relationship with safety participation behaviors than that of safety compliance behaviors. Thirdly, task-related stressor has no significant impact on job satisfaction, turnover intention and safety behaviors. And compensation-related stressor has significant and positive impact on turnover intention and safety behaviors, which means that with the compensation-related stress increases, turnover intention increases, safety behaviors including safety compliance and safety participation also increases. Fourthly, POS and task-related stressor, POS and compensation-related stressor have significant interaction, respectively. Specifically, POS moderates the relationship between task-related stressor and job satisfaction, and between task-related stressor and turnover intention. Moreover, POS also moderates the relationship between compensation-related stressor and safety compliance behaviors.

Contingencies of humble leadership

Double degree

Poder e influencia en el liderazgo transformacional

Como proyecto de grado, el presente trabajo consiste en una revisión teórica de los conceptos de liderazgo, poder e influencia, junto con las posibles relaciones que entre ellos se pueden presentar. Para ello, cada concepto es definido de manera individual, y con base en ello, se identifica la dependencia que tienen estos conceptos entre sí y la importancia dentro del desarrollo del liderazgo transformacional actual. Para lograr lo propuesto, se llevó a cabo la revisión de una parte de la literatura académica presente en libros, revistas académicas, bases de datos y documentos relacionados con los temas y conceptos tratados. A partir de ello, se entendió la evolución del concepto del liderazgo y los enfoques presentados desde la década de los 1920´s hasta la actualidad, junto con el modelo de rango total y el tipo transaccional y transformacional del liderazgo, para luego definir el papel y la importancia de los conceptos de poder, los tipos de poder, la influencia y las tácticas de influencia, y así, identificar las posibles relaciones que se presentan entre los conceptos y la importancia de estos en el entorno organizacional actual.

Defining leadership in China: a literature review – how is leadership defined in China by scholars based on a review of published researches since 2000?

A partir do ano de 2000, o processo de internacionalização da China se intensificou e tornou ainda mais visível as diferenças culturais diante das perspectivas Ocidentais. Uma delas é a divergência entre as práticas de gestão e liderança. Baseada em uma revisão de literatura de 234 artigos publicados em periódicos com fator de impacto acima de 1.0, esta dissertação identifica como estudiosos definem liderança na China desde 2000 até hoje. Os resultados podem ser divididos em três grupos: perspectiva das Teorias Ocidentais, perspectiva das Teorias Orientais e perspectiva teorias combinadas onde os Estudos Interculturais e a Liderança Transformacional dominaram as perspectivas adotadas pelos pesquisadores (estes incluídos no grupo de perspectiva das Teorias Ocidentais). Na perspectiva das Teorias Orientais, o Confucionismo e o Guanxi foram os mais citados. Enquanto na perspectiva das Teorias Combinadas, Confucionismo e o Guanxi foram misturados com várias Teorias Ocidentais. Portanto, embora haja uma forte cultura local, a perspectiva mais adotada pelos periódicos internacionais e estudiosos para olhar a e analisar a liderança na China foram os Estudos Interculturais e a Liderança Transformacional.

Student Leader LMX Relationships as Moderated by Constructive-Developmental Theory

This study examined how the quality of Leader-Member Exchange (LMX) relationships was moderated by the Constructive-Developmental stage or Order of Consciousness of both leader and follower. Using student organization presidents and officers on a small, private, liberal arts college campus in the Midwest, the researcher used a sample of 37 students to study the impact developmental stage had on the leadership relationship. Using the Leader Member Exchange-Multi-Dimensional Measure (LMX-MDM), four dimensions of LMX were examined. The four dimensions were Affect, Contribution, Loyalty and Professional Respect. There was no significant relationship between Order of Consciousness and quality of LMX relationship. While there was no significant difference in LMX relationship based on gender of participants, there was a significant difference between how male presidents and officers perceived their relationship in the Loyalty dimension. Directions for further research and implications for practice were discussed.

LMX à distance : analyse qualitative et développement d’une échelle de mesure

Notre recherche a pour objectif général de proposer l’adaptation du concept de la relation d’échange superviseur-subordonné (leader-member exchange ou LMX) à la nouvelle réalité du travail à distance. Il s’agit d’étudier la relation d’échange qui se développe entre le superviseur et le subordonné travaillant à distance. Plus précisément, nous visons à définir et à développer une échelle de mesure valide et fiable du concept du LMX à distance. Jusqu’à présent, aucune définition de cette relation d’échange superviseur-subordonné n'a été proposée et aucune échelle de mesure n'a été développée. Dans l’étude que nous proposons, la notion de la distance n’est pas considérée comme un élément contextuel, mais plutôt un élément indissociable du concept lui-même, contrairement à certaines études qui ont examiné la distance comme modérateur de la relation entre le LMX et ses résultantes (Bligh et Riggio, 2012; Brunelle, 2013). À cet effet, cette étude constitue la première sur le sujet. Étant donné l'importance du LMX à distance pour les travailleurs à distance et dont le nombre atteindrait plus de 50 % d’ici 2020 (ITIF, CAS et CoreNet Global), il est primordial de comprendre et d'analyser la relation d’échange superviseur-subordonné à distance afin de mieux comprendre sa nature et son processus de développement, ce qui permettra aux parties de la dyade superviseur-subordonné de mieux s’adapter à cette nouvelle réalité de travail et de développer des relations d’échanges de qualité. Cette recherche aidera les superviseurs travaillant à distance à mieux gérer leur potentiel humain. Pour cerner ce sujet de recherche, nous avons fait une revue approfondie de la littérature traitant du LMX traditionnel et de la notion de distance, et ce, afin de pouvoir proposer une définition du concept du LMX à distance. En outre, nous avons fait appel aux recommandations de la littérature portant sur la psychométrie et nous avons réalisé une étude exploratoire de nature qualitative pour développer son échelle de mesure. Nous avons donc effectué des entrevues individuelles semi-dirigées auprès de trente professeurs d’une université canadienne. Ces entrevues ont été analysées avec le logiciel qualitatif spécialisé Nvivo et ont permis de présenter une première échelle de mesure du LMX à distance composée de sept dimensions et de 27 indicateurs. En somme, nous avons tenu à acquérir une meilleure compréhension de ce phénomène qui est très répandu dans les organisations modernes et à offrir une plateforme théorique et pratique que les chercheurs pourront utiliser pour enrichir leurs connaissances sur le concept du LMX à distance. Enfin, notre étude permettra aux superviseurs et aux subordonnés de comprendre l'importance de développer et de maintenir des relations de qualité conduisant à des résultats organisationnels et personnels positifs.