A Meta-Analysis of Antecedents and Consequences of Leader-Member Exchange Integrating the Past With an Eye Toward the Future

This study extends leader-member exchange (LMX) research by meta-analyzing the role of national culture in moderating relationships between LMX and its correlates. Results based on 282 independent samples (N = 68,587) from 23 countries and controlling for extreme response style differences indicate that (a) relationships of LMX with organizational citizenship behavior, justice perceptions, job satisfaction, turnover intentions, and leader trust are stronger in horizontal-individualistic (e.g., Western) contexts than in vertical-collectivistic (e.g., Asian) contexts; and (b) national culture does not affect relationships of LMX with task performance, organizational commitment, and transformational leadership. These findings highlight that although members are universally sensitive to how their leaders treat them, members' responses in Asian contexts may also be influenced by collective interests and role-based obligations.

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Leader-member exchange (LMX) and culture: a meta-analysis of correlates of LMX across 23 countries.

Purpose – This study aims to examine the moderating effects of perceived supervisor support (work environment variable) and internal locus of control (personality variable) on the relationship of work‐family conflict with job satisfaction.Design/methodology/approach – Questionnaire surveys were administered. Data were collected from correctional officers in Taiwan. Hierarchical regression analysis was used to test the hypotheses.Findings – Results show that work‐family conflict has a negative effect on job satisfaction. Perceived supervisor support and internal locus of control not only have direct effects on job satisfaction but also significantly moderate the relationship between work‐family conflict and job satisfaction.Practical implications – This study suggests that a supportive leadership style, and a mentoring and training program, among others, may help reduce work‐family conflict and increase the job satisfaction of Taiwanese correctional officers.Originality/value – This study contributes to th...

Work‐family conflict and job satisfaction in stressful working environments: The moderating roles of perceived supervisor support and internal locus of control

This study sought to investigate the effect of IT employees' engagement on organizational performance through the mediating role of job satisfaction for IT employees within the IT Departments in Jordanian banking sector. Quantitative research design and regression analysis were applied on a total of 429 valid returns that were obtained in a questionnaire based survey. The results showed that IT employee engagement significantly affected organizational performance and three of its dimensions, vigor, absorption, and dedication contributed significantly to organizational performance. The results also showed that IT employee engagement positively and significantly affected job satisfaction, where vigor had the most contribution. In addition, it was found that job satisfaction significantly and positively affected organizational performance. Furthermore, job satisfaction only partially mediated the association between IT employee engagement and organizational performance. This study implies that IT departments in Jordanian banking should try their best to promote and facilitate IT employees' engagement and satisfaction in an effort to improve their performance, which will eventually yield positive results for the bank as a whole. In light of these results, the research presented many recommendations for future research, the most important ones were the application of this study in other sectors, cultures, and countries, the exploration of the moderating role of job satisfaction instead of mediating role, and the use of other sampling techniques.

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The Effect of Employee Engagement on Organizational Performance Via the Mediating Role of Job Satisfaction: The Case of IT Employees in Jordanian Banking Sector

The effect of psychological contract fulfillment on manager turnover intentions and its role as a mediator in a casual, limited-service restaurant environment

This study explores Leader–Member Exchange Theory (LMX Theory), which theorizes when leaders and followers have good exchanges or high quality effective LMX relationships, they share mutual trust, feel better, accomplish more, and the overall unit performance within organization is enhanced. The specific focus of this study is on whether high-quality leader member exchange is positively related to job satisfaction, which can lead to positive outcomes for organizations and ultimately provide organizations the solution to remaining competitive in this new economy. The findings were discussed from the perspective of the advantages available to organizations relative to the many positive organizational outcomes that result from high-quality effective LMX and individual job satisfaction for employees.

Leronardo Stringer

Papers

The Link Between the Quality of the Supervisor–Employee Relationship and the Level of the Employee's Job Satisfaction