The Moderator Role of Leader-Member Exchange Differentiation in Relationship of Leader-Member Exchange with Task and Contextual Performance

Year 2021, Volume: 6 Issue: Özel Sayı, 90 - 101, 30.12.2021

Orkun Demirbağ , Meltem Küçük

Abstract

In business life, there are some relationships between both subordinates and managers. Thanks to the quality relationship exchange, subordinates and managers provide themselves some benefits. In addition, managers can develop different relationships with employees between groups. In this study, the moderated role of leader-member exchange (LMX) differentiation at the team level in the effect of LMX on task and contextual performance in call center teams is investigated. After the Ethics Committee report dated 09.06.2021 and numbered 2021/4 was received from Gümüşhane University, 228 call center employees and 40 call center teams were researched and survey questions were applied to the employees with the quota sampling method in order to test the relevant research hypotheses. As a result of the obtained data, it was concluded that leader-member exchange increased individual task and contextual performance. High-level differentiated leader-member exchange negatively affected the relationship between task and contextual performance, which is seen as a result of individual leader-member exchange. Consequently of the researchers examined, it has been seen that working performance in working life is affected by the leader-member interaction in different ways and situations. However, studies mostly focused on the performance of the individual. The original aspect of this study is the examination of differentiated leader-member interaction between teams.  

Keywords

Leader-Member Exchange, Leader-Member Exchange Differentiation, Job Performance, Task Performance, Contextual Performance

Lider-Üye Etkileşiminin Görev ve Bağlamsal Performans ile İlişkisinde Lider-Üye Etkileşimi Farklılaşmasının Düzenleyici Rolü

Abstract

İş hayatında hem astlar hem de yöneticiler arasında birtakım ilişkiler söz konusu olmaktadır. Kaliteli ilişki değişimi sayesinde, ast ve üstler kendilerine bazı faydalar sağlamaktadırlar. Ayrıca yöneticiler, gruplar arası çalışanlara karşı da farklı ilişkiler geliştirebilmektedirler. Bu çalışmada, lider-üye etkileşiminin (LÜE) çağrı merkezi ekiplerinde görev ve bağlamsal performans üzerindeki etkisinde takım düzeyinde LÜE farklılaşmasının düzenleyici rolü incelenmiştir. Gümüşhane Üniversitesi’nden 09.06.2021 tarih ve 2021/4 sayılı Etik Kurul raporu alındıktan sonra ilgili araştırma hipotezlerini test etmek amacıyla, 228 çağrı merkezi çalışanı ve 40 çağrı merkezi takımı araştırılmış ve çalışanlara anket soruları kota örnekleme yöntemiyle uygulanmıştır. Ulaşılan veriler neticesinde lider-üye etkileşiminin, bireysel anlamda görev ve bağlamsal performansı arttırdığı sonucuna ulaşılmıştır. Yüksek düzey farklılaştırılmış lider-üye etkileşimi ise, bireysel lider-üye etkileşiminin sonucu olarak görülen görev ve bağlamsal performans arasındaki ilişkiyi negatif etkilemiştir. İncelenen araştırmalar sonucunda çalışma hayatı içerisinde çalışma performansının lider-üye etkileşiminden farklı şekil ve durumlarda etkilendiği görülmüştür. Fakat yapılan çalışmalar çoğunlukla bireyin performansına odaklanmıştır. Bu çalışmanın özgün tarafı, takımlar arasındaki farklılaştırılmış lider-üye etkileşiminin incelenmesidir.

Keywords

Lider-Üye Etkileşimi, Lider-Üye Etkileşimi Farklılaşması, İş Performansı, Görev Performansı, Bağlamsal Performans

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