Organisational Behaviour (MNG82001)

Answer

Building Employees’ Organizational Commitment with LMX: The Mediating Role of Supervisor Support

Leader Member Exchange (LMX)

LMX theory has been the most fundamental model used to explain the concept of social exchange and the role of equity and helping employees achieve their goals. According to Deluga (2004:320), LMX theory is a unique theory since it majors its focus on the dynamic exchange of the relationship between the leaders and their subordinates. In this aspect, leaders are able to build a quality information exchange channels with their employees based on the degree of resources exchanged between them. Cho and Johanson (2008:320) state that communication between leaders and their subordinates and the role expectations to their followers result in tangible and intangible rewards for both the manager and the employee. At the same time, employees believe that the role exchange between them and their leaders is a way to reward them for meeting the leader’s expectations. LMX can be conceptualized as the relationship that exists between the leaders and their subordinates that brings about a positive outcome for both of them.

A number of research studies have come up with different configurations in relation to employee behavior outcome and the benefits of resource exchange between the leaders and their subordinates (Lau, 2008:12). LMX has been identified to have a positive impact on job satisfaction for most employees (Stringer, 2006:130). In this case, the study has identified that the higher the levels of mutual respect between the supervisor and the employee, then the greater the level of job satisfaction enjoyed by the employee. This has been linked to the rewards realized by employees. By analyzing the two models job satisfaction and dissatisfaction by Herzberg, Mausner and Synderman we will clearly see the implication of such relationships (Herzberg, Mausner and Synderman 2009:15). Therefore, LMX is the relationship that exists between the leaders and their subordinates that brings about a positive outcome for both of them. As pointed out by Baranik, Roling and Eby (2005:370), when employees feel that they are getting enough support from their leaders, they feel satisfied with their job and so work confidently with less worries. Other researchers have found out that the support given to employees by their supervisors creates a positive attitude in them about the organizational support and therefore increases their job satisfaction and job security and commitment among the subordinates (Knoll &Gill, 2011:320). Their worries are minimal as they have full trust in the organization.

 At the same time Larse, Marnburg and Øgaard (2011:595) note that the positive relationship that coexists between the supervisor support and the subordinates triggers higher levels of support creating a positive exchange of ideas and perceptions between the leaders and the employees about the success of the organization and job satisfaction among the subordinate staff. According to Knoll and Gill (2011:320), employees who feel satisfied with their work are more likely to perform better than those who feel unsatisfied with their jobs. The satisfied employees will exhibit loyalty for their organization and will be committed to their work unlike dissatisfied employees who feel insecure about their jobs and want to quit any time since they do not trust their employers. Schnake, Cochran, and Dumler (2005:221) postulate that job satisfaction is the key driver to higher levels of organizational change and success. It has therefore been accepted that the satisfaction of an employee with their working environment, and the services rendered to them by those in power, the more they are likely to make voluntary efforts to achieve the organizational goals and achieve greater accomplishments for the organizations since they perceive it as their own (Blakely, Andrews & Fuller, 2003:135).

A number of LMX studies have come up with different conclusions on the relationship between LMX and job performance for employees. Most of these studies have reported that there is a likelihood of a higher job performance in originations where the LMX relationship is higher than in organizations where it is less (Knoll &Gill, 2011:320). Other similar studies have come up with their reports on the study although some of their evidence are weaker and do not have strong basis of arguments. However, as observed by Stringer (2006:130), the LMX theory has been linked with many more undesirable individual outcomes in organizations including the individual absenteeism from their work. This could be linked to the good interpersonal relationship developed between the employee and their leaders leaving them at the disposal of all the rights to do whatever they wish. However, this is not entirely true as discussed by Knoll and Gill (2011:320), who point out that there is a positive relationship between LMX and employee feeling of reciprocity and the behavior of being absent from work. In his case, more reciprocity will definitely lead to more absenteeism that is frequent from work as employees continue to enjoy more freedom.

Most of the scholars have speculated that employee with higher LMX are more likely to feel an increased need to fulfill the obligation to satisfy the needs of their supervisors and therefore most of them will end up experiencing more stress as they try to meet all the demands from the top management (Lau, 2008:12). Another stress incident linked to high LMX is due to organizational politics and work strains by employees as they try to please their leaders by overworking themselves. For this reason the study has been perceived from a different perspective with different authors looking at the well-being of the subordinates in relation to maintain good LMX with their support leaders (Larse, Marnburg & Øgaard 2011:595). The relationship between subordinate feedback and behavior change was also investigated in the literature. The most recent LMX research studies indicate that supervisors are more likely to share information with the high quality LMX employees. As (Lau, 2008:12) notes the quality of information shared between the employees and their leaders has a positive impact on the communication model used by subordinates when they are receiving feedback and when giving the upward feedback to their leaders.

A study by Deluga (2004: 320) shows that LMX impose great impact on the work attitudes and behavior of employees as well as their work performance. What this means is that supportive leadership is more likely to have more negative impacts than positive ones. For instance, support leadership may give rise to employee reacting in a particular manner leading them to generate either positive or negative impact on the organization. Larse, Marnburg and Øgaard (2011:595) note that when leaders emphasize on support and demand from their employees and keep a good relationship with them, then there is a likelihood that a psychological contact will be developed between them which will positively relate to the employee’s attitudes towards their job and their behavior at large. Based on such arguments, motivating employees by using leadership support is only viewed as an obligation to make employees complete the assigned tasks within the given time and keep a good relationship with the employer and organization at large. Employees are forced to perform positively by participating in the decision making process for the organizational good (Cho, & Johanson, 2008:320).

Previous studies have linked support leadership as a behavior that organizations use to gain high quality services. However, a study conducted by Eden and Eisenberger (2008:65) found that the frontline employees who are involved in support leadership sessions always feel like the supervising team has been developed to enhance their performance rather than help them with their work. As employees continue to perceive great concern from the top management, their sense of obligation will increase, as they will feel compelled to do the right thing for the organization. Deluga (2004:320) contend that it is wrong to assume that supportive leadership will enhance the levels of employee performance by making them feel secure and wanted by the organization. It is true that employees who have higher levels of LMX will tend to do their work better than those with lesser LMX but this does not apply in all cases. According to a comprehensive review conducted by Larse, Marnburg and Øgaard (2011:595), research has been consistent on the relationship between LMX and employee job performance. The findings indicated that there may be higher job satisfaction and performance levels only under directive leadership only if employees are given a harder task than what they are used to, the study discovered that support leadership is only structured to work effectively in the under structured organizations with less employees. The discussed literature is a clear prove of perceived organizational support and leader-employee exchange of ideas and their relationship in relation to job satisfaction that leads to organizational citizenship behavior.