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Leader member exchange (LMX) theory focuses to the dyadic relations between leader and each member. Members are classified into two groups as in-group and out-group members. As out-group members try to fulfill their predefined tasks, in-group members’ roles and responsibilities are negotiated and expanded. LMX process can be identified as reciproca...
Context in source publication
Context 1
... table below lists Golemans' 5 components of emotional intelligence and the 25 emotional competencies: Personal and social competencies are defined as the main classifications of Emotional Intelligence. In Table 3 and Table 4 the sub dimensions and the brief explanations are defined. ...Similar publications
Citations
... Emotional intelligence depicts how individuals differ in their ability to choose, attend to and process emotionally important information (Gundlach et al., 2003). Emotional intelligence can be classified as awareness of self and awareness of other emotions (Ordun and Acar, 2014), and these traits along with self-regulation, motivation, empathy and social skills are all enticing qualities for individuals and groups within the knowledge-based organization (Hess and Bacigalupo, 2010). Mayer and Cobb (2000) proposed four broad ability classes of emotional intelligence: perception, integration, understanding and emotion management. ...
Purpose
This study examines the relationship between emotional intelligence, self-efficacy and organizational commitment, focusing on the mediating role of self-efficacy in the relationship between emotional intelligence and organizational commitment.
Design/methodology/approach
The authors used an online survey to collect data for this purpose. The sample consisted of 145 employees of different organizations in Kosovo. To test the hypothetical model, a mediation analysis was conducted using PROCESS Model Type 4.
Findings
The results show that emotional intelligence is positively related to self-efficacy and that self-efficacy is positively related to organizational commitment. Furthermore, the results of the mediation analysis confirm that the relationship between emotional intelligence and organizational commitment is mediated by self-efficacy.
Research limitations/implications
For future research, the authors recommend using the sub-dimensions of the above variables to test this model, and multiple models could be formulated. At the same time, the survey can be applied to managers to examine their emotional intelligence and to determine whether emotional intelligence influences their organizational commitment through self-efficacy. Consistent with the findings of this study, managers and executives in organizations should consider the emotional intelligence of their employees and that the employees with higher emotional intelligence have higher self-efficacy and can perform better.
Originality/value
This study extends the current literature in organizational behavior and provides a comprehensive understanding of the relationship between emotional intelligence, self-efficacy and organizational commitment. This study was also conducted in a developing country context, which can always lead to different results than studies conducted in developed countries.
... The antecedents to LMX that have been examined thus far can be separated into three broad categories: follower characteristics (e.g., confidence, affectivity, personality), leader characteristics (e.g., leader behavior, expectations of followers, personality), and interpersonal relationship variables (e.g., perceived similarity, trust, affect or liking; Dulebohn et al., 2012). Though leadership is an emotion-laden process (Antonakis, Ashkanasy, & Dasborough, 2009) and emotions play an active role in the formation and continued development of the leader-follower relationship, emotional intelligence (EI) has only recently received attention in the LMX literature (e.g., Clarke & Mahadi, 2017;Huang, Chan, Lam, & Nan, 2010;Ordun & Acar, 2014;Sears & Holmvall, 2010). Salovey and Mayer (1989) defined EI as "the subset of social intelligence that involves the ability to monitor one's own and others' feelings and emotions, to discriminate among them and to use this information to guide one's thinking and actions" (p. ...
Adopting a dyadic approach, we examine the processes through which leader–member exchange (LMX) mediates the relationship between emotional intelligence (EI) and work outcomes. Fitting the data from a survey of 204 unique pairs of leaders and followers to an actor–partner independence model (APIM), we found that follower EI positively affects LMX as perceived by both dyad members, whereas leader EI is positively related to only leader ratings of LMX. Using polynomial regression, we also found that EI similarity between the leader and follower has a positive relationship with both leader and follower ratings of LMX. Follower LMX partially mediates the relationship between follower EI and attitudinal outcomes (i.e., organizational commitment and job satisfaction) and organizational citizenship behavior. Leader LMX fully mediates the effect of both leader and follower EI on evaluations of job performance. Implications and limitations are discussed.
Değişimin hızlı olduğu günümüz iş dünyasında, yeniliği arayan ve değişimi takip eden çalışanlar örgütler için son derece büyük öneme sahiptir. Çalışanların yenilikçi davranış sergilemeleri noktasında ise liderlerin örgüt içerisinde sergilediği tutum ve davranışlar belirleyici olmaktadır. Bu araştırmada etik liderlik, lider-üye etkileşimi ve duygusal zekânın çalışanların yenilikçi davranışlar sergilemesinde etkisi olup olmadığının belirlenmesi amaçlanmaktadır. Etik liderlik ile yenilikçi davranış arasındaki ilişkide lider-üye etkileşiminin aracılık rolünü ve bu aracılık rolünde duygusal zekânın düzenleyici (moderatör) etkisini ortaya koymak hedeflenmiştir. Bu araştırmada nihai olarak, etik liderliğin çalışanların yenilikçi davranış üzerindeki etkisi lider-üye etkileşimi ve duygusal zekânın düzenleyici aracılık modeli çerçevesinde incelenmektedir. Bu doğrultuda Kütahya’da faaliyet gösteren çini ve porselen işletmelerinde çalışan 239 kişiye ulaşılarak anket aracılığı ile veriler toplanmıştır. Araştırma sonucuna göre; etik liderliğin, lider-üye etkileşiminin ve duygusal zekânın çalışanların yenilikçi davranışlarına olumlu etkileri vardır. Etik liderlik ile yenilikçi davranış arasında lider-üye etkileşiminin kısmi aracılık etkisinin olduğu sonucuna ulaşılmıştır. Lider-üye etkileşimi ile yenilikçi davranış arasındaki ilişkide, duygusal zekânın düzenleyici rolünün de olduğu belirlenmiştir. Ayrıca, düzenleyici aracılık modeli anlamlı olmasına rağmen, negatif bir değere sahip olduğu için desteklenmemiştir. In today's business world, where change is fast, employees seeking innovation and following change are extremely important for organizations. Leaders' attitudes and behaviors within the organization are determinants in terms of employee innovative behavior. In this study, it is aimed to determine whether ethical leadership, leader-member exchange, and emotional intelligence have an effect on employees' innovative behaviors. In the relationship between ethical leadership and innovative behavior, it was purposed to reveal the mediating role of leader-member exchange and the moderator effect of emotional intelligence in this mediating role. In this study, it is ultimately aimed to analyze the effect of ethical leadership on employees' innovative behavior within the framework of the moderated mediation model of the leader-member exchange and emotional intelligence. For this purpose, 239 employees were reached who working in the tile and porcelain manufacturer located in Kütahya and data were collected through a questionnaire. According to the research result; It has been concluded that ethical leadership, leader-member exchange, and emotional intelligence have a positive effect on the innovative behavior of employees, that there is a partial mediating effect of leader-member exchange between ethical leadership and innovative behavior, and emotional intelligence has a moderator role in the relationship between leader-member exchange and innovative behavior. In addition, although the moderated mediation model is significant, it is not supported because it has a negative value.
Objetivo: el objetivo de este artículo es examinar el papel del liderazgo femenino en la
felicidad en el trabajo de sus colaboradores. Además, se analiza el papel mediador de la
relación entre el líder y el colaborador, entendida como el intercambio líder-colaborador
(LMX). Método: se ha utilizado la encuesta como método de investigación; se analizaron
datos cuantitativos a nivel individual a través de modelos de ecuaciones estructurales. La
muestra está compuesta por 292 empleados no directivos del sector hotelero español,
para los que se analiza su percepción individual acerca de las variables objeto de estudio.
Resultados: los resultados revelan que el liderazgo femenino ejerce un papel clave
para fomentar la felicidad en el trabajo, lo cual se ve potenciado a través de la relación
entre el líder y el colaborador. Conclusiones: desde el punto de vista teórico, esta
investigación aporta un importante avance a la teoría de demandas y recursos, así
como a la teoría de los acontecimientos afectivos; las competencias femeninas del líder
actuarían como un recurso que genera actitudes positivas, el cual, con base en el modelo
de ganancias mutuas tendría efectos en la mejora de la productividad laboral de los
colaboradores. Desde un enfoque práctico, la mejora de las relaciones líder-colaborador
y de la felicidad en el trabajo, generadas por el liderazgo femenino, permiten conocer
que las competencias demostradas por las mujeres deberían de potenciarse también en
los hombres con funciones directivas.
Leader-member exchange (LMX) pertains to the exchange relationship between supervisors and subordinates. While prior results validated LMX’s critical role in the workplace, less is known about “what has been input and exchanged” to cultivate this dyadic relationship. In this study, a resource framework based on conservation of resources theory (COR) was developed as an alternative theoretical perspective in investigating relationships between LMX and its correlates. Three groups of resources which has incorporated newly studied and existing correlates of LMX and existing constructs that could not be easily fitted into other theoretical frameworks were argued as antecedents to LMX. COR theory highlights the important role of LMX in transforming instrumental resources into favorable outcomes. The model also incorporates two types of LMX consequences: employee competitiveness and organizational enhancements. The findings contribute to the LMX literature by identifying the types of resources that are valuable in cultivating a high-quality LMX relationship, which in turn relates to the competitiveness of employees and their contribution that can enhance organizational effectiveness. Overall, the study findings indicate that LMX is significantly related to various antecedents and outcomes. Implications for theory development and directions for future research are also discussed.
