Do intelligent leaders differentiate exchange relationships intelligently? A functional leadership approach to leader-member exchange differentiation.

IF 9.4 1区 心理学 Q1 MANAGEMENT
Journal of Applied Psychology Pub Date : 2024-04-01 Epub Date: 2023-11-30 DOI:10.1037/apl0001164
Fadel K Matta, Emma L Frank, Crystal I C Farh, Stephanie M Lee
{"title":"Do intelligent leaders differentiate exchange relationships intelligently? A functional leadership approach to leader-member exchange differentiation.","authors":"Fadel K Matta, Emma L Frank, Crystal I C Farh, Stephanie M Lee","doi":"10.1037/apl0001164","DOIUrl":null,"url":null,"abstract":"<p><p>The burgeoning literature on leader-member exchange (LMX) differentiation indicates that differentiating LMX relationships within groups has both benefits and costs when it comes to group effectiveness. Although some clarity is emerging surrounding the null total effect of LMX differentiation on group performance, we still know little about how leaders themselves shape the differentiation process. In this article, we extend theory to suggest that some leaders may differentiate more effectively than others. Drawing from functional leadership theory, we first identify a potential approach available to leaders likely to enhance their functional effectiveness-strategically investing in and developing stronger social exchange relationships with subordinates who can best help them fulfill the task functions (via task performance-based differentiation) and group maintenance functions (via contextual performance-based differentiation) specified within functional leadership theory. Embedding this potential approach within the ability-motivation-opportunity framework, we then develop a theory for which leaders are best positioned to recognize and pursue strategic relationship development this way. Specifically, we posit that leaders with stronger cognitive abilities (g) are more likely to recognize the value of such an approach, and those high in core self-evaluation are more likely to believe in their capabilities to successfully process, execute on, and persist with the approach. The results from two studies-a multisource study of leaders and team members in newly formed teams as well as a preregistered online vignette study using a sample of current and former supervisors-largely supported our predictions. (PsycInfo Database Record (c) 2024 APA, all rights reserved).</p>","PeriodicalId":15135,"journal":{"name":"Journal of Applied Psychology","volume":null,"pages":null},"PeriodicalIF":9.4000,"publicationDate":"2024-04-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":"0","resultStr":null,"platform":"Semanticscholar","paperid":null,"PeriodicalName":"Journal of Applied Psychology","FirstCategoryId":"102","ListUrlMain":"https://doi.org/10.1037/apl0001164","RegionNum":1,"RegionCategory":"心理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":null,"EPubDate":"2023/11/30 0:00:00","PubModel":"Epub","JCR":"Q1","JCRName":"MANAGEMENT","Score":null,"Total":0}
引用次数: 0

Abstract

The burgeoning literature on leader-member exchange (LMX) differentiation indicates that differentiating LMX relationships within groups has both benefits and costs when it comes to group effectiveness. Although some clarity is emerging surrounding the null total effect of LMX differentiation on group performance, we still know little about how leaders themselves shape the differentiation process. In this article, we extend theory to suggest that some leaders may differentiate more effectively than others. Drawing from functional leadership theory, we first identify a potential approach available to leaders likely to enhance their functional effectiveness-strategically investing in and developing stronger social exchange relationships with subordinates who can best help them fulfill the task functions (via task performance-based differentiation) and group maintenance functions (via contextual performance-based differentiation) specified within functional leadership theory. Embedding this potential approach within the ability-motivation-opportunity framework, we then develop a theory for which leaders are best positioned to recognize and pursue strategic relationship development this way. Specifically, we posit that leaders with stronger cognitive abilities (g) are more likely to recognize the value of such an approach, and those high in core self-evaluation are more likely to believe in their capabilities to successfully process, execute on, and persist with the approach. The results from two studies-a multisource study of leaders and team members in newly formed teams as well as a preregistered online vignette study using a sample of current and former supervisors-largely supported our predictions. (PsycInfo Database Record (c) 2024 APA, all rights reserved).

聪明的领导者能聪明地区分交换关系吗?领导-成员交换差异化的功能领导方法。
关于领导-成员交换(LMX)分化的新兴文献表明,在群体有效性方面,群体内部LMX关系的分化既有收益,也有成本。虽然LMX差异对团队绩效的零效应已经有了一些清晰的认识,但我们对领导者自己如何塑造差异化过程仍然知之甚少。在这篇文章中,我们扩展了理论,提出一些领导者可能比其他人更有效地区分。根据职能领导理论,我们首先确定了一种领导者可能提高其职能有效性的潜在方法——战略性地投资和发展与下属的更强的社会交换关系,这些关系最能帮助他们履行职能领导理论中规定的任务功能(通过基于任务绩效的差异化)和团队维护功能(通过基于情境绩效的差异化)。将这种潜在的方法嵌入到能力-动机-机会的框架中,然后我们发展出一种理论,使领导者能够以这种方式认识和追求战略关系的发展。具体来说,我们假设认知能力(g)较强的领导者更有可能认识到这种方法的价值,而那些核心自我评价较高的领导者更有可能相信自己有能力成功地处理、执行和坚持这种方法。两项研究的结果在很大程度上支持了我们的预测。一项是对新组建团队的领导者和团队成员进行的多来源研究,另一项是对现任和前任主管进行的预先注册的在线小调查。(PsycInfo数据库记录(c) 2023 APA,版权所有)。
本文章由计算机程序翻译,如有差异,请以英文原文为准。
求助全文
约1分钟内获得全文 求助全文
来源期刊
CiteScore
17.60
自引率
6.10%
发文量
175
期刊介绍: The Journal of Applied Psychology® focuses on publishing original investigations that contribute new knowledge and understanding to fields of applied psychology (excluding clinical and applied experimental or human factors, which are better suited for other APA journals). The journal primarily considers empirical and theoretical investigations that enhance understanding of cognitive, motivational, affective, and behavioral psychological phenomena in work and organizational settings. These phenomena can occur at individual, group, organizational, or cultural levels, and in various work settings such as business, education, training, health, service, government, or military institutions. The journal welcomes submissions from both public and private sector organizations, for-profit or nonprofit. It publishes several types of articles, including: 1.Rigorously conducted empirical investigations that expand conceptual understanding (original investigations or meta-analyses). 2.Theory development articles and integrative conceptual reviews that synthesize literature and generate new theories on psychological phenomena to stimulate novel research. 3.Rigorously conducted qualitative research on phenomena that are challenging to capture with quantitative methods or require inductive theory building.
×
引用
GB/T 7714-2015
复制
MLA
复制
APA
复制
导出至
BibTeX EndNote RefMan NoteFirst NoteExpress
×
提示
您的信息不完整,为了账户安全,请先补充。
现在去补充
×
提示
您因"违规操作"
具体请查看互助需知
我知道了
×
提示
确定
请完成安全验证×
copy
已复制链接
快去分享给好友吧!
我知道了
右上角分享
点击右上角分享
0
联系我们:info@booksci.cn Book学术提供免费学术资源搜索服务,方便国内外学者检索中英文文献。致力于提供最便捷和优质的服务体验。 Copyright © 2023 布克学术 All rights reserved.
京ICP备2023020795号-1
ghs 京公网安备 11010802042870号
Book学术文献互助
Book学术文献互助群
群 号:481959085
Book学术官方微信