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The Moderator Role of Leader-Member Exchange Differentiation in Relationship of Leader-Member Exchange with Task and Contextual Performance

Year 2021, Volume: 6 Issue: Özel Sayı, 90 - 101, 30.12.2021

Abstract

In business life, there are some relationships between both subordinates and managers. Thanks to the quality relationship exchange, subordinates and managers provide themselves some benefits. In addition, managers can develop different relationships with employees between groups. In this study, the moderated role of leader-member exchange (LMX) differentiation at the team level in the effect of LMX on task and contextual performance in call center teams is investigated. After the Ethics Committee report dated 09.06.2021 and numbered 2021/4 was received from Gümüşhane University, 228 call center employees and 40 call center teams were researched and survey questions were applied to the employees with the quota sampling method in order to test the relevant research hypotheses. As a result of the obtained data, it was concluded that leader-member exchange increased individual task and contextual performance. High-level differentiated leader-member exchange negatively affected the relationship between task and contextual performance, which is seen as a result of individual leader-member exchange. Consequently of the researchers examined, it has been seen that working performance in working life is affected by the leader-member interaction in different ways and situations. However, studies mostly focused on the performance of the individual. The original aspect of this study is the examination of differentiated leader-member interaction between teams.  

References

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Lider-Üye Etkileşiminin Görev ve Bağlamsal Performans ile İlişkisinde Lider-Üye Etkileşimi Farklılaşmasının Düzenleyici Rolü

Year 2021, Volume: 6 Issue: Özel Sayı, 90 - 101, 30.12.2021

Abstract

İş hayatında hem astlar hem de yöneticiler arasında birtakım ilişkiler söz konusu olmaktadır. Kaliteli ilişki değişimi sayesinde, ast ve üstler kendilerine bazı faydalar sağlamaktadırlar. Ayrıca yöneticiler, gruplar arası çalışanlara karşı da farklı ilişkiler geliştirebilmektedirler. Bu çalışmada, lider-üye etkileşiminin (LÜE) çağrı merkezi ekiplerinde görev ve bağlamsal performans üzerindeki etkisinde takım düzeyinde LÜE farklılaşmasının düzenleyici rolü incelenmiştir. Gümüşhane Üniversitesi’nden 09.06.2021 tarih ve 2021/4 sayılı Etik Kurul raporu alındıktan sonra ilgili araştırma hipotezlerini test etmek amacıyla, 228 çağrı merkezi çalışanı ve 40 çağrı merkezi takımı araştırılmış ve çalışanlara anket soruları kota örnekleme yöntemiyle uygulanmıştır. Ulaşılan veriler neticesinde lider-üye etkileşiminin, bireysel anlamda görev ve bağlamsal performansı arttırdığı sonucuna ulaşılmıştır. Yüksek düzey farklılaştırılmış lider-üye etkileşimi ise, bireysel lider-üye etkileşiminin sonucu olarak görülen görev ve bağlamsal performans arasındaki ilişkiyi negatif etkilemiştir. İncelenen araştırmalar sonucunda çalışma hayatı içerisinde çalışma performansının lider-üye etkileşiminden farklı şekil ve durumlarda etkilendiği görülmüştür. Fakat yapılan çalışmalar çoğunlukla bireyin performansına odaklanmıştır. Bu çalışmanın özgün tarafı, takımlar arasındaki farklılaştırılmış lider-üye etkileşiminin incelenmesidir.

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  • Berdicchia, D. (2015). The relationship between LMX and performance: The mediating role of role breadth self efficacy and crafting challenging job demands. Electronic Journal of Management 1, 1-28.
  • Bliese, P. D. (2000). Within-group agreement, non-independence, and reliability: Implications for data aggregation and analysis. In K. J. Klein & S. W. J. Kozlowski (Eds.), Multilevel theory, research, and methods in organizations: Foundations, extensions, and new directions 349–381.
  • Bliese, P. D. (2002). Multilevel random coefficient modeling in organizational research: Examples using SAS and S-PLUS. In F. Drasgow & N. Schmitt (Eds.), The Jossey-Bass business & management series. Measuring and analyzing behavior in organizations: Advances in measurement and data analysis, 401–445.
  • Boies, K. & Howell, J. M. (2006). Leader–member exchange in teams: An examination of the interaction between relationship differentiation and mean LMX in explaining team-level outcomes. The Leadership Quarterly, 17(3), 246–257. doi:10.1016/j.leaqua.2006.02.004
  • Bolino, M. C. & Turnley, W. H. (2009). Relative deprivation among employees in lowerquality leader–member exchange relationships. The Leadership Quarterly, 20, 276–286. doi:10.1016/j.leaqua.2009.03.001
  • Borman, W. C. & Motowidlo, S. J. (1993). Expanding the criterion domain to ınclude elements of contextual performance. Personnel Selection in Organizations, 71-98.
  • Borman, W. C. (2004). The concept of organizational citizenship. Current Directions in Psychological Science, 13 (6), 238-241.
  • Breevaart K., Bakker, A. B., Demerouti, E. & van den Heuvel, M. (2015). Leader-member exchange, work engagement, and job performance. Journal of Managerial Psychology, 30(7). doi:10.1108/jmp-03-2013-0088
  • Chan, S.C.H. & Mak, W. (2012). Benevolent leadership and follower performance: the mediating role of leader–member exchange (LMX). Asia Pacific Journal Management, 29(2), 285–301. doi:10.1007/s10490-011-9275-3
  • Chiaburu D.S., Smith T.A., Wang, J. & Zimmerman, R.D. (2014). Relative ımportance of leader ınfluences for subordinates’ proactive behaviors, prosocial behaviors, and task performance a meta-analysis. Journal of Personnel Psychology, 13, 70-86.
  • Chiniara, M. & Bentein, K. (2018). The servant leadership advantage: when perceiving low differentiation in leader-member relationship quality influences team cohesion, team task performance and service OCB. The Leadership Quarterly, 29(2), 333–345. doi:10.1016/j.leaqua.2017.05.002
  • Clarke, N. & Mahadi, N. (2016). Differences between follower and dyadic measures of lmx as mediators of emotional intelligence and employee performance, wellbeing, and turnover intention. European Journal of Work and Organizational Psychology, 1-12.
  • Dansereau F., Graen G. B. & Haga WJ. (1975). A vertical dyad linkage approach to leadership within formal organizations: Alongitudinal investigation of the role making process. Organizational Behavior and Human Performance, 13, 46–78. doi: 10.1016/0030- 5073(75)90005-7.
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  • Dienesch, R. M., & Liden, R. C. (1986). Leader-member exchange model of leadership: A critique and further development. Academy of Management Review, 11, 618–634. doi:10.5465/amr.1986.4306242
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  • Erdogan, B. & Bauer, T. N. (2010a). Differentıated leader-member exchanges: the moderating role of justice climate. Academy of Management Proceedings, 1, 1–6. doi:10.5465/ambpp.2010.54492402
  • Erdogan, B. & Bauer, T. N. (2010b). Differentiated leader–member exchanges: the buffering role of justice climate. Journal of Applied Psychology, 95(6), 1104–1120. doi: 10.1037/a0020578
  • Furst, S. A. & Cable, D. M. (2008). Employee resistance to organizational change: Managerial influence tactics and leader-member exchange. Journal of Applied Psychology, 93(2), 453–462. doi:10.1037/0021-9010.93.2.453
  • Gerstner, C. R. & Day, D. V. (1997). Meta-analytic review of leader–member exchange theory: correlates and construct ıssues. Journal of Applied Psychology, 82, 827−844. doi:10.1037/0021-9010.82.6.827
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  • Graen, G. & Cashman, J. F. (1975). A role making model in formal organizations: A developmental approach. In J. G. Hunt & L. L. Larson (Eds.), Leadership frontiers, 143−165. Kent, OH: Kent State Press.
  • Graen, G. B. & Scandura, T. A. (1987). Toward a psychology of dyadic organizing. Research in Organizational Behavior, 9, 175–208.
  • Graen, G. B. & Uhl-Bien, M. (1995). Relationship-based approach to leadership: Development of leader-member exchange (lmx) theory of leadership over 25 years: applying a multi-level multi-domain perspective. The Leadership Quarterly, 6(2), 219–247. doi:10.1016/1048-9843(95)90036-5
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Details

Primary Language Turkish
Subjects Business Administration
Journal Section Research Article
Authors

Orkun Demirbağ 0000-0001-9889-3406

Meltem Küçük 0000-0003-3940-1410

Publication Date December 30, 2021
Published in Issue Year 2021 Volume: 6 Issue: Özel Sayı

Cite

APA Demirbağ, O., & Küçük, M. (2021). Lider-Üye Etkileşiminin Görev ve Bağlamsal Performans ile İlişkisinde Lider-Üye Etkileşimi Farklılaşmasının Düzenleyici Rolü. JOEEP: Journal of Emerging Economies and Policy, 6(Özel Sayı), 90-101.

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