Robert Buch

Leader–member exchange as a moderator of the relationship between employee–organization exchange and affective commitment

While there is some evidence on the outcomes of employee–organization exchange relationships and leader–member exchange (LMX) relationships, less is known about their combined role as predictors of employee outcomes. Relying on a recent conceptualization of social leader–member exchange (SLMX) and economic leader–member exchange (ELMX) as two separate dimensions of LMX, the present study explored whether SLMX and ELMX moderate the associations between organizational social and economic exchange and affective commitment. The main finding was that the association between organizational economic exchange and affective commitment is attenuated by SLMX. In addition, a positive association between intrinsic motivation and affective commitment was also unveiled, suggesting that affective commitment is not only determined by the prosocial motivation emanating from social exchange relationships, but also from the intrinsic motivation inherent in the work itself.

Trainee programme reactions and work performance: the moderating role of intrinsic motivation

This study investigated the moderating role of intrinsic motivation on the relationship between trainee programme reactions and work performance among trainees enrolled in formal trainee programmes. The results from a cross-sectional survey among 114 trainees representing three Norwegian service organizations showed that the relationships between perception of the trainee programme and facets of self-reported work performance were positive only for trainees low in intrinsic motivation. Implications for practice and directions for future research are discussed.

The Destructiveness of Laissez-Faire Leadership Behavior The Mediating Role of Economic Leader–Member Exchange Relationships

This study examined the mediating role of economic leader–member exchange (ELMX) on the negative associations between laissez-faire leadership and affective commitment, self-reported work effort, and self-reported organizational citizenship behavior. Two samples were used. Study 1 consisted of 199 employees from an international high-technology manufacturing organization. Study 2 consisted of 197 employees from an international private security firm. Both studies supported a positive association between laissez-faire leadership and an ELMX relationship. Study 1 showed that ELMX fully mediated the negative association between laissez-faire leadership and affective commitment. Study 2 showed that ELMX fully mediated the negative association between laissez-faire leadership and self-reported work effort and partially mediated the negative association between laissez-faire leadership and self-reported organizational citizenship behavior. Theoretical and practical implications are discussed.

If and when social and economic leader-member exchange relationships predict follower work effort

Purpose – The purpose of this paper is to conceptualize social leader-member exchange (SLMX) and economic leader-member exchange (ELMX) as two separate dimensions of leader-member exchange, and examines how intrinsic work motivation moderates their relationship with follower work effort. Design/methodology/approach – Data were obtained from 352 employee-leader dyads from the public health sector in Norway (response rate=61.9 percent). Hierarchical linear modeling was used to test the relationship between subordinate rated SLMX and ELMX relationships and leader ratings of work effort. Findings – This study replicates prior research showing that SLMX is positively related and ELMX negatively related to followers’ work effort. A significant interaction between SLMX and intrinsic motivation is also revealed, suggesting that SLMX relationships are important with respect to work effort for followers who exhibit lower levels of intrinsic work motivation. Research limitations/implications – The data were cross-se...

Perceived training intensity and work effort: The moderating role of perceived supervisor support

This study explored the relationships between perceived training intensity, perceived supervisor support, and work effort. The results from a cross-lagged study across a 10-month time span among 323 employees at a Norwegian power supply company revealed a nonsignificant relationship between perceived training intensity and self-reported work effort. Moderation analyses revealed a negative relationship for employees reporting low levels of perceived supervisor support. These findings suggest that line managers are of vital importance for maintaining employees’ work efforts in settings where competence-related stress is prevalent. Among several potential implications for practice, we encourage managers to engage in supportive behaviour, particularly under stressful working conditions.

Knowledge donating and knowledge collecting: The moderating roles of social and economic LMX

Purpose – The purpose of this paper is to investigate whether the relationship between employees’ knowledge donating and managers’ knowledge collecting is moderated by social leader-member exchange (SLMX) and economic leader-member exchange (ELMX). Design/methodology/approach – Data were obtained from 227 employee-leader dyads from four Norwegian organizations. Hierarchical moderated regression was used to test the hypotheses. Findings – Even though the authors observed a positive relationship between employees’ knowledge donating and managers’ knowledge collecting, the moderation analysis revealed a positive relationship only for high levels of SLMX relationships. Research limitations/implications – The data were cross-sectional, thus prohibiting causal inferences. Practical implications – SLMX relationships may be particularly important for the facilitation of knowledge exchange. Managers may draw on this finding to develop their relationships with employees by means of relationship-oriented behaviors. ...

Transactional Leader–Member Exchange Relationships and Followers’ Work Performance The Moderating Role of Leaders’ Political Skill

In this study, we test whether leader political skill moderates the relationship between more transactional leader–member exchange (LMX) relationships and follower work performance. A field study was conducted among 753 followers and 153 leaders from several Norwegian business organizations. The results showed that the negative relationship between more transactional LMX relationships and follower work performance was weaker for employees with a highly politically skilled leader. Thus, leader political skill seemed in part to mitigate the negative effects of transactional LMX. This is an important observation, since finding alternative routes to enhanced work performance of followers in less favorable transactional LMX relationships is essential. Implications for future research and practice are discussed.

Perceived investment in employee development and taking charge

Purpose – The purpose of this paper is to investigate whether the relationship between perceived investment in employee development (PIED) and taking charge is moderated by perceived job autonomy. Design/methodology/approach – Self-report data were obtained from 737 employees. In addition, manager ratings of taking charge were obtained for 154 employees from their respective managers. Hierarchical moderated regression analyses were used to test the hypotheses. Findings – The results revealed a positive relationship between PIED and both self-reported and manager-rated taking charge only for employees who perceived high levels of job autonomy. Research limitations/implications – Given the cross-sectional nature of the data, no causal inferences can be drawn. Practical implications – Managers and organizations may benefit from providing work conditions that facilitate a felt obligation to reciprocate, but at the same time provide sufficient levels of perceived job autonomy to actually do so with respect to ...

The interactive roles of mastery climate and performance climate in predicting intrinsic motivation

This study examined the interplay between perceived mastery and performance climates in predicting increased intrinsic motivation. The results of a two‐wave longitudinal study comprising of 141 individuals from three military academies revealed a positive relationship between a perceived mastery climate and increased intrinsic motivation only for individuals who perceived a low performance climate. This finding suggests a positive relationship between a perceived mastery climate and increased intrinsic motivation only when combined with low perceptions of a performance climate. Hence, introducing a performance climate in addition to a mastery climate can be an undermining motivational strategy, as it attenuates the positive relationship between a mastery climate and increased intrinsic motivation. Implications for future research and practice are discussed.

Once bitten, twice shy? Past breach and present exchange relationships

Purpose – The purpose of this paper is to examine the relationship between previous employers psychological contract breach and exchange perceptions with the current employer, and seeks to uncover moderating influences of perceived organizational support (POS). Design/methodology/approach – Data were obtained from a cross-lagged sample of 314 employees in Norway. Hierarchical moderated regression analysis was used to test the hypotheses. Findings – The authors found a positive relationship between previous employers psychological contract breach and economic exchange with the current employer, and a negative relationship between previous employers psychological breach and social exchange with the current employer. The authors also found that POS from the current employer attenuates the positive association between previous employers breach and economic exchange with the current employer. Research limitations/implications – The data were cross-lagged, so causal inferences should be made with caution. P...