How leader-member exchange affects work outcomes in small-and-medium enterprises?
SA Journal of Human Resource Management
| Field | Value | |
| Title | How leader-member exchange affects work outcomes in small-and-medium enterprises? | |
| Creator | Ariani, Dorothea W. Feriyanto, Nur | |
| Description | Orientation: Employees with a collectivistic culture want the closeness and support of their leaders. How leader-member exchange (LMX), perceived organisational support (POS), job satisfaction (JS) and organisational commitment (OC) influence each other still requires in-depth research because there are differences between the results of previous studies.Research purpose: This study examined the relationship model of LMX and POS as antecedent, mediator and moderator variables on work outcomes such as JS and OC in small- and medium enterprises (SMEs) with a collectivistic culture and high-power distance.Motivation for the study: Leadership in SMEs gets less attention because of its role in managing and carrying out operational activities.Research approach/design and method: Data were collected from 427 employees using questionnaires with purposive sampling, which was tested for validity and reliability. Structural equation modelling (SEM) and multi-group SEM were used to test the relationship model.Main findings: The results of testing four relationship models proved that the LMX relationship did not directly affect JS and OC but was mediated by POS. LMX can also be a mediator and moderator of the relationship model.Practical/managerial implications: This study emphasises the need to minimise the differences between in-group and out-group in the leaders-followers relationship to improve employee performance. Leaders must expand the range of their relationships with followers to improve work outcomes.Contribution/value-add: This study examined LMX as an important predictor of work outcomes with clearer mechanisms. LMX cannot be a predictor if employees do not feel the leader’s support as a representative of the organisation. | |
| Publisher | AOSIS | |
| Date | 2024-03-19 | |
| Identifier | 10.4102/sajhrm.v22i0.2397 | |
| Source | SA Journal of Human Resource Management; Vol 22 (2024); 12 pages 2071-078X 1683-7584 | |
| Language | eng | |
| Relation |
The following web links (URLs) may trigger a file download or direct you to an alternative webpage to gain access to a publication file format of the published article:
https://sajhrm.co.za/index.php/sajhrm/article/view/2397/3727
https://sajhrm.co.za/index.php/sajhrm/article/view/2397/3728
https://sajhrm.co.za/index.php/sajhrm/article/view/2397/3729
https://sajhrm.co.za/index.php/sajhrm/article/view/2397/3730
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