UNASSIGNED: The present study sought to understand the relationships between team identification, leader-member exchange (LMX) quality, and the basic psychological need satisfaction of collegiate athletes, as well as the moderating role of coach-athlete LMX quality.
UNASSIGNED: Self-reported data from 319 collegiate athletes were analyzed using SPSS version 29. The relationships between the study variables were tested by moderation analysis using PROCESS macro model 1.
UNASSIGNED: Regression analyses showed team identification to be positively related to the satisfaction of the needs for competence and relatedness, while LMX quality was positively related to the satisfaction of the needs for competence and autonomy. Furthermore, moderation analyses showed that LMX quality positively moderated the relationship between team identification and the satisfaction of the needs for competence and relatedness.
UNASSIGNED: The results of this study highlight the important role that team identification and LMX quality play in the satisfaction of the basic psychological needs of collegiate athletes. The implications of these results for the optimal functioning of collegiate athletes are discussed.

Previous research has provided evidence supporting a positive correlation between emotional intelligence (EI) and flow. However, intriguing findings in the liquor manufacturing industry prompt me to consider the necessity of examining the effects of leader-subordinate EI congruence on flow. Therefore, this article begins with two questions: First, what is the impact of leader-subordinate EI congruence on flow? Second, do two distinct congruent scenarios (i.e., high-high and low-low) exhibit significant nuances that differentially influence flow? To answer these questions, this study utilizes polynomial regression and three-dimensional response surface analysis methods. A multi-source and three-phase investigation method was used to collect data from 279 subordinates and 56 leaders in the liquor manufacturing industry. Based on the person-environment (PE) fit theory, this study investigates the influence of leader-subordinate EI congruence on flow while considering leader-member exchange (LMX) as a mediator in these processes. The current study not only demonstrates a positive relationship between leader-subordinate EI congruence and LMX, but also reveals that a high-high EI matching pattern can enhance the favorable dynamics of congruence and yield higher LMX compared to a low-low matching pattern. Furthermore, this study identifies LMX as a mediator in the positive relationship between leader-subordinate EI congruence and flow. Additionally, although the incongruent scenarios are beyond the scope of this study, the findings demonstrate that a high EI subordinate paired with a low EI leader has a more detrimental impact on the LMX than a low EI subordinate paired with a high EI leader. Theoretical and practical implications are discussed.

UNASSIGNED: Using the conservation of resources (COR) theory, our study explores the interaction between role ambiguity and leader-member exchange (LMX) quality on burnout using work addiction as a mediator among Canadian first-level healthcare managers.
UNASSIGNED: Cross-sectional data was collected among 165 first-level managers working in healthcare with the support of interprofessional associations in Canada. Linear regression was used to test the presented hypotheses.
UNASSIGNED: Work addiction fully mediated the positive relationship between role ambiguity and burnout among first-level managers. In addition, high LMX exacerbated both the direct and indirect effects of role ambiguity.
UNASSIGNED: Our study contributes by identifying role ambiguity as a context under which LMX can have adverse effects for first-level managers in healthcare. Moreover, work addiction acted as a mediator, theorized as a risky resource investment which depletes managers\' resources. Having a good relationship with their team further entices managers to develop a pathological relationship with their work to protect its members, which in turn is related to higher levels of burnout.

This study delves into the assessment of the quality of social exchange relationships in the workplace, specifically focusing on leader-member exchange (LMX) and team-member exchange (TMX), to forecast employee Total Quality Management (TQM) involvement within the hospitality industry. Employing Structural Equation Modeling (SEM), the study evaluates multiple hypotheses, utilizing data collected from 811 frontline employees in international tourist hotels located in Taiwan. The findings demonstrate that both LMX and TMX exhibit direct positive influences on employee TQM involvement. Moreover, through mediated path analyses, it is evident that both LMX and TMX exert indirect positive impacts on employee TQM involvement, by means of self-efficacy and job satisfaction. These results elucidate a clear causal chain mechanism underlying the behavior of employee TQM involvement within such social relationships. The study\'s revelations carry significant implications for the hospitality industry, shedding light on the nuanced dynamics of these social relationships and their impact on employee behavior concerning TQM involvement. The discussions encompassing the implications of these findings in the realm of hospitality are thoroughly explored and detailed.

A correlation between positive humor and job satisfaction was established in an earlier meta-analysis (Mesmer-Magnus et al., 2012) [1] and appears to be replicated in more recent work. However, the relationship between humor and job satisfaction is more complex and nuanced than the straightforward contention that positive humor = good/negative humor = bad would imply. To expand on this idea, I review recent literature bearing on the relationship between humor and job satisfaction, including a) a broader set of criterion variables; b) relationships with negative forms of humor (e.g., aggressive); c) evidence for mediating and moderating processes in the humor-job satisfaction relationship; and d) issues related to causality.

When practicing high-quality leader-member exchange (LMX) theory, the leader\'s ability to communicate, build and maintain relationships is a vital part. Because leader-member exchange theory is a relationship-based approach to leadership that primarily includes social exchange and communication on a daily basis, we can highlight linguistic intelligence as a key leadership skill that is part of the multiple intelligences defined by Howard Gardner. The goal of this article was to conduct research into organizations where the leader applies LMX theory and examine whether the leader\'s linguistic intelligence is positively related to the quality of the leader-member exchange. The dependent variable was the quality of the LMX. We were able to recruit 39 employees and 13 leaders. Correlations and multiple regressions were used to analyze our statement. The overall results are statistically significant and we conclude that there is a high positive correlation between LMX and linguistic intelligence in the organizations that were part of this study. A limitation of this study is the use of purposive sampling, which resulted in a relatively small sample size and may limit the generalization of the results to other populations.

In the present study, we examined the link between the sense of work gain and team creativity and explored the mediating and moderating roles of Leader-member exchange (LMX) and work smoothness on it. The results of this study A moderated mediation model was constructed based on 484 valid samples from an on-line survey of a human resource company, revealed that the sense of work gain can positively predict team creativity, and LMX mediates the associations of the sense of work gain and team creativity. Moreover, work smoothness emerged as a significant moderator can moderate the associations between sense of work gain and team creativity, as well as moderating the relationship between LMX and team creativity. The findings provide a theoretical guidance for leaders and HR professionals who want to increase employee initiative and motivation.

This study investigates how leadership, more precisely leader-member exchange (LMX), affects innovative behavior through an innovative climate as well as, indirectly, through organizational commitment and internal trust. A total of 1114 samples were collected from employees working in firms in Slovenia and Serbia. The quantitative data and the proposed model were analyzed with the partial least squares-SEM technique. The results indicate that an innovative climate is a mediator in the relationship between leadership and innovative behavior, and this relationship is also further mediated by internal trust and organizational commitment. These results reveal serial mediation or the complex role of an innovative climate in the process of influencing innovative work behavior. Implications for theory and recommendations for practice are discussed.

This study aims to make visible the dynamic nature of leader-member exchange (LMX) in the changing realm of health-care leadership.
The qualitative study used an open questionnaire, which was distributed amongst nursing staff and managers at a Finnish public university hospital.
The participants described partly LMX theory, but the leader-member relationship was also influenced by the organizational culture and the existing management practices. Nursing staff were found to have a more variable and dynamic role in the LMX relationship than has previously been reported. The research therefore provided novel information for the field of health-care research.
The presented research was limited by the content of the data, as the collected single narratives were rather short; however, the fact that a large number of narratives were collected from diverse participants strengthened the ability to reliably answer the research questions.
Although the participants described partly LMX theory, the leader-member relationship is also influenced by the organizational culture and existing management practices; the finding that nurses have more variable roles in LMX relationships in the health-care context was new insight in this field. Therefore, the presented findings can help decision-makers change the current, perhaps antiquated, leadership practices at health-care organizations.
This study provides new insight into the field of LMX research in terms of the important role of nursing staff, the organizational factors that influence the LMX relationship and the dynamic nature of LMX relationships.

To date, scholars have focused a considerable amount of effort on developing valid measures of leader-member exchange (LMX). Although useful, it is unclear whether this proliferation in measurement is warranted. Specifically, although perhaps meaningful conceptual distinctions are made when developing new LMX measures, it is unclear whether these measures differ sufficiently from previously established measures. This manuscript explores this possibility. We begin by providing a brief review of the current state of LMX measurement, and then proceed by describing three different studies through which this research question is explored. Results suggest that virtually all measures of LMX included in this investigation are indicators of the same underlying second-order factor, i.e., they are all measuring the same construct.