• Journal of Technology Innovation
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• v.13 no.1
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• pp.193-212
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• 2005

Leader-Member Exchange (LMX) model of leadership has suggested that members within the same work team are differentiated in terms of their level of the quality of leader member relationships. However, the differentiation in leader member relationships has not been examined for its possible team-level effects. In this study, the possible impact of this role differentiation on team members' affective reactions was explored. As hypothesized, teams whose members experienced higher level of LMX tended to have higher overall job satisfaction, organizational commitment, and team efficacy. Contrary to expectation, however, the team-level mean on LMX was not related with team-level variability on LMX. Based on these findings, several theoretical and practical Implications are discussed.

• The Journal of Asian Finance, Economics and Business
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• v.7 no.6
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• pp.449-456
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• 2020

This study examines the relation between the quality of leader-member relationship and operational performance of processing enterprises employees in Vietnam, while job satisfaction and innovation are as a mediator variable. In depth interviews are first conducted with five managers and professional workers in five processing enterprises to determine the latent variables and build the structured questionnaire with observed variables. A quantitative survey with 438 employees and managers from 300 processing enterprises was carried out. The method of exploratory factor analysis (EFA), Cronbach's alpha analysis, and confirmatory factor analysis (CFA) was used to test the reliability, the convergent nature, and the consistency of the concepts. Structural equation modeling (SEM) is used to test the proposed model. The result shows that job satisfaction, innovation and operational performance have positive effects on the quality of leader-member relationship. The relationship between leaders and members had indirect impact on employee's operational performance via their job satisfaction and innovation, which illustrates a mediator role of job satisfaction and innovation for employees' performance. The findings of this study suggest that managers need to focus on developing relationship with employees to improve their satisfaction, innovation and performance.

• Journal of Korean Society for Quality Management
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• v.44 no.4
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• pp.983-997
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• 2016

Purpose: The purpose of this paper is to examine the structural relationship among leader-member exchange(LMX), empowerment, job satisfaction, organizational commitment, and customer orientation in a low-cost carrier industry. Methods: The collected data through the survey were analyzed using structure equation model analysis The sample used for the empirical analysis is a total of 231 questionnaires. Results: The results of empirical analysis are summarized as follows. First, LMX in a low-cost airline has a significant effect on empowerment, job satisfaction, and customer orientation Second, empowerment has a significant impact on organizational commitment and job satisfaction. However, it is not significantly related to customer orientation. Third, Organization Commitment has significant effect on jon satisfaction. Finally, job satisfaction has a significant impact on customer orientation. Conclusion: This paper has a contribution in that it extends the range of the academic research concerning LMX. Also this paper provides implications on effective human resource management method suitable for a Jeju-Air.

• Journal of the military operations research society of Korea
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• v.22 no.2
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• pp.49-72
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• 1996

This study examined the antecedents and outcomes of leader-member exchange (LMX) quality in the Korean Army platoons. Although a number of studies have devoted substantial attention to the application of the LMX theory in various organizational settings, there has been no effort to verify or to apply the model to a military situation. In this paper, we tried to build an integrative LMX model to apply to the Korean army. We developed, on the basis of literature review, an integrative framework describing the factors affecting the LMX quality, LMX quality outcomes and the moderators of LMX quality-outcomes. Then we collected data from the 404 lieutenant-soldier dyads. The analysis of the data showed that 1) interpersonal variables (perceived similarity and liking of soldier) and LMX quality were significantly related, 2) LMX quality and outcome variables(soldier's performance, job satisfaction, and morale) were significantly related, and 3) the relationship between LMX quality and soldier's performance were strongly significant when task challenge is high but nonsignificant when task challenge is low, while there were nonsignificant or weekly significant relationships between LMX quality and soldier's performance when task challenge is moderate. The results are basically coinciding with the previous research, except that, with the low challenge tasks, the LMX quality did not affect soldier's performance, which seems to be due to the directive leadership style of the lieutenants. The theoretical and practical implications and future research directions are discussed.

• Journal of Korean Academy of Nursing Administration
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• v.20 no.2
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• pp.195-205
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• 2014

Purpose: The purpose was to identify the influence the quality of head and clinical nurses' LMX (Leader-Member Exchange) on job satisfaction and organizational commitment. Methods: The participants were 42 head nurses and 202 clinical nurses who worked in 7 hospitals with more than 300 beds in I-city. The data were collected from March 10 to April 10, 2013 using a self-report questionnaire. Data analysis was performed using hierarchical regression with the SPSS/WIN 20.0 program. Results: The mean score for head nurses' LMX quality was 3.66 and for clinical nurses, 3.51. Clinical nurses' LMX quality and age had a positive impact on job satisfaction (F=8.00, p<.001). Clinical nurses' LMX quality and marriage (not single) had a positive impact on organizational commitment (F=6.76, p<.001). Conclusion: The LMX quality of head nurse was higher than that of clinical nurses, but did not positively affect clinical nurses' job satisfaction or organizational commitment indicating that the LMX quality of clinical nurses is more important than that of head nurse. Thus head nurses should make efforts to lead their units or teams in a positive and friendly way. This positive recognition will promote greater job satisfaction and organizational commitment of clinical nurses.

• Journal of Advanced Navigation Technology
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• v.16 no.6
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• pp.1052-1064
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• 2012

In this study for the purpose of providing the basic data for airline cabin service improvement and efficient crew management. The relationship on team effectiveness and team performance according to the quality of airline cabin crew team LMX(Leader-Member Exchange) and TMX(Team-Member Exchange) was verified. The findings from the analysis shows the closer team leader and team members have quality exchange relationship the more the cabin crews will team commitment and team satisfaction. The conclusion is drawn that increased team effectiveness(satisfaction and commitment) enhances team performance as well. Therefore, based on the results of the study on airline cabin crew team operation system, the team leader and team members should come up with specific scheme to establish quality exchange relationship and to maintain the relationship.

• The Korean Journal of Franchise Management
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• v.9 no.4
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• pp.33-43
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• 2018

Purpose - In hotel industry, quality of leader-member exchange(LMX) relationship is very critical, because it impacts on the employee's work attitude and behaviors. Thus, this research examines the effect of LMX on employee loyalty in the context of hotel business and identifies mediating roles of work stressors, work role performance in the relationship between LMX and employee loyalty. This research suggests the guidelines for how hotel leaders should manage their employees and build employee loyalty that improve management and business performance. Research design, data, and methodology - This study tests the structural relationship between LMX, work stressors, work role performance, and employee loyalty. Work role performance divide into three sub-dimensions such as individual task proficiency, individual task adaptivity, and individual task proactivity. In order to examine the purposes of this research, research model and hypotheses were developed. All constructs were measured with multiple items developed and tested in the previous studies. The data were collected from 113 franchise hotel employees and were analyzed using SPSS 22.0 and SmartPLS 3 program. Result - The findings of this research are as follows. First, leader-member exchange(LMX) have significant positive impacts on work stressors, work role performance, and employee loyalty. Second, work stressors have significant negative impacts on work role performance and employee loyalty. Third, work role performance has significant positive impact on employee loyalty. Conclusions - The outcomes of this research indicate that hotel leaders should focus on the dyadic relationship with their employees how to improve employee productivity through LMX relationship. In turn, the quality of this relationship influences employees's work attitudes and behaviors. As a result of increasing job demands in hotel business which relies heavily on human resources, the hotel leader must find ways to prevent or reduce stressors and associated strains. If hotel employees perceive the high quality of LMX relationship, they improve their work role performance which influences loyalty. Therefore, the hotel leaders should develop monetary or non-monetary reward system for the employees and, make an efforts to have unique social exchange relationships with employees.

• Journal of Distribution Science
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• v.17 no.4
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• pp.41-50
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• 2019

Purpose - The purpose of this study is to examine the impact of leader-member exchange (LMX) on employees' behaviors as well as to test the mediating roles of feeling trusted in the relationships. Research design, data, and methodology - Survey data were collected and analyzed from 285 sales people who work for various organizations in eastern China. The corresponding research models were verified using SPSS 22 and Amos 22. Results - The empirical results show that LMX plays a positive role in job performance and is positively related with subordinate's feelings of trust. However, the study was shown to have negative correlations between LMX and workplace ostracism. Feeling trusted by superiors mediated the relationship between LMX and job performance, resulting in employees being more motivated to do better, creating a positive synergetic effect. However, this relationship did not show to have significant mediating effects on the relationship between LMX and workplace ostracism. Conclusions - This study further enriches the relevant theory of LMX and has significance for management practices such as distribution sectors, guiding leaders to create a suitable team atmosphere. Leaders need to pay attention to build a high quality LMX with employees based on the empirical results of this study.

• The Journal of the Korea Contents Association
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• v.16 no.11
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• pp.240-252
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• 2016

The purposes of this paper examines the extant to which congruence in leader and follower rating of LMX quality is related to organizational commitment, and perceptions of organizational politics(POPs). A conceptual model is introduced that identifies four combinations of leader and follower LMX ratings of Cogliser et al.(2009): balanced/low LMX(low leader and follower LMX), balanced/high LMX(high leader and follower LMX), follower overestimation(low leader LMX/high follower LMX), follower underestimation(high leader LMX/low follower LMX). The summary of results based on a sample of 236 matched pairs of leaders and followers in KOREA is as follows: First, balanced/high LMX and follower overestimation were associated with relatively high levels of affective organizational commitment, and perceptions of organizational politics. However, follower underestimation and balanced/low LMX was related to low levels of follower outcomes. In particular, follower underestimation and balanced/low LMX were significantly different from balanced/high LMX and follower overestimation. Second, perceptions of organizational politics was negatively related to affective organizational commitment in the four LMX relationship types. Especially, the negative relationship between POPs and organizational commitment was stronger for people who are low as compared with high in LMX quality. Theoretical and practical implications of our findings as well as directions for future research are provided.

• The Journal of the Korea Contents Association
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• v.10 no.11
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• pp.424-434
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• 2010

Job stress of Korean workers is 87.8% which is the highest level among OECD countries(average 80%), and job satisfaction is 69% which is the lowest satisfaction much lower than the average(81) of OECD. This study aims to analyze the effect of LMX; Leader-Member Exchange regarding job stress and job satisfaction empirically. According to the result of the study of employees in special hotels in capital areas and Jeolla province, the difference between job stress and intensity showed partial differences in marital status. In addition, the mediating roles of the LMX quality showed that the only organization-related stress consisting of role conflicts and role ambiguity factors was found to be mediated by the quality of LMX in terms of the effect on job satisfaction. Also, the effect of job authority-related stress and job environment stress on job satisfaction showed that the quality of LMX didn't have an influence.