||Leader Member Exchange and Job Performance: The Mediating Effects of Psychological Safety
||Institute of International Business
This study explores the mechanism of the leader-member exchange and the job performance, which have been an important issue in modern society. Extending previous research, this study explored the mechanisms which are psychological safety and proactive work behavior included voice behavior and taking charge between the leader-member exchange and job performance. To achieve the research, this study was conducted among 339 respondents from Taiwan. As seen from the results, the majority of hypotheses were supported. Psychological safety has been found to mediate the relationship between leader-member exchange and proactive work behavior. Moreover, the results of the research demonstrated that there was a positive relationship between proactive work behavior and job performance. However, the moderating effects were not supported. According to the results of the research, recommendation and future research suggestions were also discussed.
TABLE OF CONTENT IV
LIST OF TABLE VIII
LIST OF FIGURE IX
CHAPTER ONE INTRODUCTION 1
1.1. Research Background and Motivation 1
1.2. Research Objectives 4
1.3. Research Procedure 4
1.4. Research Structure 5
CHAPTER TWO LITERATURE REVIEW 6
2.1 Definitions of Relevant Research Constructs. 6
2.1.1 Leader- Member Exchange (LMX) 6
2.1.2 Psychological safety 7
2.1.3 Proactive behavior 7
2.1.4 Voice behavior 8
2.1.5 Taking charge 9
2.1.6 Organizational tenure 9
2.2 Development of Research Hypotheses 10
2.2.1 The Relationship between LMX and psychological safety 10
2.2.2 The Relationship between LMX quality, Voice behavior 11
2.2.3 The Relationship between LMX quality, taking charge 11
2.2.4 Mediating Effect of psychological safety between LMX quality and Voice behavior 12
2.2.5 Mediating Effect of psychological safety between LMX quality and Taking charge 14
2.2.6 The Relationship between Voice behavior and job performance 15
2.2.7 The Relationship between taking charge and job performance 15
2.2.8 The Moderating Roles of Organizational tenure 16
CHAPTER THREE RESEARCH DESIGN AND METHODOLOGY 18
3.1 Conceptual Model 18
3.2 Summary of Hypotheses 19
3.3 Construct Measurement 20
3.3.1 Leadership member exchange 20
3.3.2 Psychological safety 20
3.3.3 Voice behavior 21
3.3.4 Taking charge 22
3.3.5 Organizational tenure 23
3.3.6 Job performance 23
3.4 Research Design 23
3.5 Data Analysis 24
3.5.1 Descriptive Statistic Analysis 24
3.5.2 Reliability Test (Cronbach’s Alpha) 24
3.5.3 Confirmatory Factor Analysis (CFA) 24
3.5.4 Hierarchical Multiple Regression 25
3.6 Control Variables 25
CHAPTER FOUR RESEARCH RESULT 26
4.1 Data Collection 26
4.2 Descriptive Analysis 27
4.2.1 Sample 27
4.2.2 Characteristics of Respondents 27
4.2.3 Reliability Test 28
4.3 Confirmatory Factor Analysis (CFA) 31
4.3.1 Confirmatory Factor Analysis (CFA) of Leader-Member Exchange (LMX) 33
4.3.2 Confirmatory Factor Analysis (CFA) of Psychological Safety (PS) 34
4.3.3 Confirmatory Factor Analysis (CFA) of Taking Charge (TC) 35
4.3.4 Confirmatory Factor Analysis (CFA) of Voice Behavior (VB) 36
4.3.5 Confirmatory Factor Analysis (CFA) of Job Performance (JP). 37
4.3.6 Non-Response Bias Test 37
4.3.7 Common Method Variance (CMV) 38
4.4 Correlations Matrix 39
4.4.1 Discriminant validity 39
4.4.2 Pearson Correlations Coefficient 40
4.5 Hierarchical Regression Analysis 42
4.5.1 Mediating effects of Leader-Member Exchange and Voice Behavior 42
4.5.2 Mediating effects of Leader-Member Exchange and Taking Charge 45
4.5.3 Moderating effects of Organizational Tenure 47
CHAPTER FIVE CONCLUSION AND SUGGESTIONS 50
5.1 Conclusion and Discussion 50
5.1.1 Leader-Member Exchange, Psychological Safety and Voice Behavior 51
5.1.2 Leader-Member Exchange, Psychological Safety and Taking Charge 53
5.1.3 Proactive Behavior, Organizational Tenure and Job Performance 53
5.2 Research Contributions 55
5.3 Limitation and the future research suggestions 57
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