This study examines how and when authoritarian leadership affects subordinates’task performance.Using social exchange theory and power dependence theory,this study proposes that authoritarian leadership negatively in...This study examines how and when authoritarian leadership affects subordinates’task performance.Using social exchange theory and power dependence theory,this study proposes that authoritarian leadership negatively influences task performance through leader-member exchange(LMX).This study further proposes that the effect of authoritarian leadership on LMX is stronger when a subordinate has less dependence on a leader.A two-wave survey was conducted in a large electronics and information enterprise group in China.These hypotheses are supported by results based on 219 supervisor-subordinate dyads.The results reveal that authoritarian leadership negatively affects subordinates’task performance via LMX.Dependence on leader buffers the negative effect of authoritarian leadership on LMX and mitigates the indirect effect of authoritarian leadership on employee task performance through LMX.Theoretical contributions and practical implications are discussed.展开更多
High-quality leader-member exchange （LMX） is commonly seen as beneficial to employees. However, this is not always the case in the eyes of other members of the same team. Based on social comparison theory, we propos...High-quality leader-member exchange （LMX） is commonly seen as beneficial to employees. However, this is not always the case in the eyes of other members of the same team. Based on social comparison theory, we propose that members who have high-quality LMX relationships with team leaders might face workplace ostracism through being envied by other members of the same team. Further, we hypothesize that this indirect influence is mitigated by the high-quality LMX member＇s agreeableness. Based on data from 196 employees, we found that though ostensibly LMX quality directly led to less workplace ostracism, it had a positive effect on workplace ostracism through being envied by other team members, and agreeableness buffered this indirect positive effect. Theoretical and managerial implications are discussed.展开更多
Based on the social-cognitive model of transference, this paper discusses the transference effect of the leader-member exchange （LMX） relationship between the follower and the previous leader. The results show that ...Based on the social-cognitive model of transference, this paper discusses the transference effect of the leader-member exchange （LMX） relationship between the follower and the previous leader. The results show that the LMX between follower and the previous leader influences the follower＇s LMX with the current leader. The study identifies two moderators： both the traits difference between the previous leader and the current leader and the follower＇s individual transition resistance negatively moderate the main effect between the previous LMX and the current LMX.展开更多
Leadership is a complex process.It is one of the most researched areas around the world.It has gained importance in every walk of life from politics to business and from education to social organizations.According to ...Leadership is a complex process.It is one of the most researched areas around the world.It has gained importance in every walk of life from politics to business and from education to social organizations.According to the study of"Leadership in Adult Education Venues",here has a much more clear recognition of leadership:leadership is a process whereby an individual influences a group of individuals to achieve a common goal.There are many approaches of leadership throughout the study of this class,the three theories of leadership I choose to describe in this paper are:Leader-Member Exchange(LMX)Theory,Transformational Leadership,and Team Leadership.展开更多
Limited empirical investigation has been devoted to understanding the multipleeffect mechanisms of moral leadership, especially the relationship between mediators. Drawing from both social learning and social exchange...Limited empirical investigation has been devoted to understanding the multipleeffect mechanisms of moral leadership, especially the relationship between mediators. Drawing from both social learning and social exchange theories, this study examines whether value congruenee and leader-member exchange (LMX) mediate the effect of moral leadership on followers' positive work behaviors. Using two-wave survey data from 395 Chinese employees, the results indicate that both value congruence and LMX act as mediators in the relationship between moral leadership and positive work behaviors. Furthermore, a sequential mediation link from moral leadership to value congruenee, then to LMX, and finally to positive work behaviors was established. Theoretical and practical implications are further discussed.展开更多
The current research attempts to revitalize contingency leadership theory. Instead of focusing on subordinate attributes as a substitute for leadership theory, this study examines leader＇s human capital attributes as...The current research attempts to revitalize contingency leadership theory. Instead of focusing on subordinate attributes as a substitute for leadership theory, this study examines leader＇s human capital attributes as a leadership contingency variable. This paper offers a fresh perspective to contingency leadership literature by exploring a new set of variables. Addressing leader-member exchange （LMX） rather than the conventional focus on leader＇s behaviors, this study examines previously untested contingency variables. Using a matched sample of leaders and employees from Portuguese firms, this study examines leader＇s education and leader＇s organizational tenure as alternatives for LMX with assessed job performance and organizational citizenship as dependent variables. Testing new independent variables sheds additional light on contingency approaches to leadership; as a result, this paper improves the current state of research on contingency leadership. Results seem to indicate that leader＇s education is an alternative for LMX as well as suggesting that the leader＇s organizational tenure improves LMX. This paper proposes that research focusing on the substitute for leadership may need to examine a different set of variables to determine the viability of contingency approaches to leadership.展开更多
基金the National Natural Science Foundation of China(No.71971211)the Humanity and Social Science Youth Foundation of Ministry of Education of China(18YJC630192).
文摘This study examines how and when authoritarian leadership affects subordinates’task performance.Using social exchange theory and power dependence theory,this study proposes that authoritarian leadership negatively influences task performance through leader-member exchange(LMX).This study further proposes that the effect of authoritarian leadership on LMX is stronger when a subordinate has less dependence on a leader.A two-wave survey was conducted in a large electronics and information enterprise group in China.These hypotheses are supported by results based on 219 supervisor-subordinate dyads.The results reveal that authoritarian leadership negatively affects subordinates’task performance via LMX.Dependence on leader buffers the negative effect of authoritarian leadership on LMX and mitigates the indirect effect of authoritarian leadership on employee task performance through LMX.Theoretical contributions and practical implications are discussed.
文摘High-quality leader-member exchange （LMX） is commonly seen as beneficial to employees. However, this is not always the case in the eyes of other members of the same team. Based on social comparison theory, we propose that members who have high-quality LMX relationships with team leaders might face workplace ostracism through being envied by other members of the same team. Further, we hypothesize that this indirect influence is mitigated by the high-quality LMX member＇s agreeableness. Based on data from 196 employees, we found that though ostensibly LMX quality directly led to less workplace ostracism, it had a positive effect on workplace ostracism through being envied by other team members, and agreeableness buffered this indirect positive effect. Theoretical and managerial implications are discussed.
文摘Based on the social-cognitive model of transference, this paper discusses the transference effect of the leader-member exchange （LMX） relationship between the follower and the previous leader. The results show that the LMX between follower and the previous leader influences the follower＇s LMX with the current leader. The study identifies two moderators： both the traits difference between the previous leader and the current leader and the follower＇s individual transition resistance negatively moderate the main effect between the previous LMX and the current LMX.
文摘Leadership is a complex process.It is one of the most researched areas around the world.It has gained importance in every walk of life from politics to business and from education to social organizations.According to the study of"Leadership in Adult Education Venues",here has a much more clear recognition of leadership:leadership is a process whereby an individual influences a group of individuals to achieve a common goal.There are many approaches of leadership throughout the study of this class,the three theories of leadership I choose to describe in this paper are:Leader-Member Exchange(LMX)Theory,Transformational Leadership,and Team Leadership.
基金financial support provided by Natural Science Foundation of China (Grant Nos71772171 and 71372159)the project of "985" in China.
文摘Limited empirical investigation has been devoted to understanding the multipleeffect mechanisms of moral leadership, especially the relationship between mediators. Drawing from both social learning and social exchange theories, this study examines whether value congruenee and leader-member exchange (LMX) mediate the effect of moral leadership on followers' positive work behaviors. Using two-wave survey data from 395 Chinese employees, the results indicate that both value congruence and LMX act as mediators in the relationship between moral leadership and positive work behaviors. Furthermore, a sequential mediation link from moral leadership to value congruenee, then to LMX, and finally to positive work behaviors was established. Theoretical and practical implications are further discussed.
文摘The current research attempts to revitalize contingency leadership theory. Instead of focusing on subordinate attributes as a substitute for leadership theory, this study examines leader＇s human capital attributes as a leadership contingency variable. This paper offers a fresh perspective to contingency leadership literature by exploring a new set of variables. Addressing leader-member exchange （LMX） rather than the conventional focus on leader＇s behaviors, this study examines previously untested contingency variables. Using a matched sample of leaders and employees from Portuguese firms, this study examines leader＇s education and leader＇s organizational tenure as alternatives for LMX with assessed job performance and organizational citizenship as dependent variables. Testing new independent variables sheds additional light on contingency approaches to leadership; as a result, this paper improves the current state of research on contingency leadership. Results seem to indicate that leader＇s education is an alternative for LMX as well as suggesting that the leader＇s organizational tenure improves LMX. This paper proposes that research focusing on the substitute for leadership may need to examine a different set of variables to determine the viability of contingency approaches to leadership.
