Skip to main content

Advertisement

SpringerLink
Log in

How to avoid coworker relationship conflict: a study of leader-member exchange, value congruence, and workplace behavior

  • Published:
Asian Journal of Business Ethics Aims and scope Submit manuscript

Abstract

Recent studies have documented the relationship of leadership behavior with employee performance and workplace behaviors. Yet, little attention has been directed at the impact of leadership behavior on the aspects of workplace behaviors such as value congruence and relationship conflict. The goal of this study is to examine the influence of leader-member exchange (LMX) regarding the outcomes of relationship conflict, organizational commitment, and citizenship behavior among employees with value congruence as a moderator. Data was collected using an online questionnaire with a total of 429 valid responses. The results of our study showed that relationship conflict had a mediating effect between LMX and organizational commitment. Employees working with supportive supervisors had relatively good relationships with coworkers as well. The research results of this study offer significant findings for the meaning of leadership behavior in the Chinese culture. Discussion focusing on the influence of collectivism culture and the forces in reshaping Taiwan’s culture is also included.

This is a preview of subscription content, log in via an institution to check access.

Access this article

Log in via an institution

Price excludes VAT (USA)
Tax calculation will be finalised during checkout.

Instant access to the full article PDF.

Institutional subscriptions

Fig. 1
Fig. 2

Similar content being viewed by others

References

  • AbuAlRub, R. F. (2004). Job stress, job performance, and social support among hospital nurses. Journal of Nursing Scholarship, 36(1), 73–78.

    Article  Google Scholar 

  • Aiken, L. S., West, S. G., & Reno, R. R. (1991). Multiple regression: Testing and interpreting interactions: Sage.

    Google Scholar 

  • Albdour, A. A., & Altarawneh, I. I. (2014). Employee engagement and organizational commitment: Evidence from Jordan. International Journal of Business, 19(2), 192–212.

    Google Scholar 

  • Angle, H. L., & Perry, J. L. (1981). An empirical assessment of organizational commitment and organizational effectiveness. Administrative Science Quarterly, 1–14.

  • Ashforth, B. E., & Mael, F. (1989). Social identity theory and the organization. Academy of Management Review, 14(1), 20–39.

    Article  Google Scholar 

  • Ayoko, O. B., Callan, V. J., & Härtel, C. E. (2003). Workplace conflict, bullying, and counterproductive behaviors. The International Journal of Organizational Analysis, 11(4), 283–301.

    Article  Google Scholar 

  • Barbalet, J. (2018). Guanxi as social exchange: Emotions, power and corruption. Sociology, 52(5), 934–949.

    Article  Google Scholar 

  • Becker, T. E., Billings, R. S., Eveleth, D. M., & Gilbert, N. L. (1996). Foci and bases of employee commitment: Implications for job performance. Academy of Management Journal, 39(2), 464–482.

    Google Scholar 

  • Blau, P. M. (1964). Social exchange theory. Retrieved September, 3(2007), 62.

    Google Scholar 

  • Bolino, M. C., Hsiung, H.-H., Harvey, J., & LePine, J. A. (2015). “Well, I’m tired of tryin’!” organizational citizenship behavior and citizenship fatigue. Journal of Applied Psychology, 100(1), 56–74.

    Article  Google Scholar 

  • Brown, M. E., & Treviño, L. K. (2009). Leader–follower values congruence: Are socialized charismatic leaders better able to achieve it? Journal of Applied Psychology, 94(2), 478–470.

    Article  Google Scholar 

  • Bruk-Lee, V., & Spector, P. E. (2006). The social stressors-counterproductive work behaviors link: Are conflicts with supervisors and coworkers the same? Journal of Occupational Health Psychology, 11(2), 145–156.

    Article  Google Scholar 

  • Brunetto, Y., Teo, S., Shacklock, K., Farr-Wharton, R., & Shriberg, A. (2017). The impact of supervisor–subordinate relationships and a trainee characteristic upon police officer work outcomes. Journal of Management & Organization, 23(3), 423–436.

    Article  Google Scholar 

  • Carter, M. Z., Mossholder, K. W., Feild, H. S., & Armenakis, A. A. (2014). Transformational leadership, interactional justice, and organizational citizenship behavior: The effects of racial and gender dissimilarity between supervisors and subordinates. Group & Organization Management, 39(6), 691–719.

    Article  Google Scholar 

  • Chen, G., Tjosvold, D., & Liu, C. (2006). Cooperative goals, leader people and productivity values: Their contribution to top management teams in China. Journal of Management Studies, 43(5), 1177–1200.

    Article  Google Scholar 

  • Cheng, B.-S., Boer, D., Chou, L.-F., Huang, M.-P., Yoneyama, S., Shim, D., et al. (2014). Paternalistic leadership in four East Asian societies: Generalizability and cultural differences of the triad model. Journal of Cross-Cultural Psychology, 45(1), 82–90.

    Article  Google Scholar 

  • Cheung, M. F., Wu, W.-P., Chan, A. K., & Wong, M. M. (2009). Supervisor–subordinate guanxi and employee work outcomes: The mediating role of job satisfaction. Journal of Business Ethics, 88, 77–89.

    Article  Google Scholar 

  • Chhokar, J. S., Brodbeck, F. C., & House, R. J. (2013). Culture and leadership across the world: The GLOBE book of in-depth studies of 25 societies. Routledge.

  • Chiok Foong Loke, J. (2001). Leadership behaviours: Effects on job satisfaction, productivity and organizational commitment. Journal of Nursing Management, 9(4), 191–204.

    Article  Google Scholar 

  • Chun, J. S., Shin, Y., Choi, J. N., & Kim, M. S. (2013). How does corporate ethics contribute to firm financial performance? The mediating role of collective organizational commitment and organizational citizenship behavior. Journal of Management, 39(4), 853–877.

    Article  Google Scholar 

  • Ciulla, J. B. (2013). Leadership ethics. International Encyclopedia of Ethics: Blackwell Publishing Ltd.

    Google Scholar 

  • Dawson, J. F. (2014). Moderation in management research: What, why, when, and how. Journal of Business and Psychology, 29(1), 1–19.

    Article  Google Scholar 

  • Dawson, J. F., & Richter, A. W. (2006). Probing three-way interactions in moderated multiple regression: Development and application of a slope difference test. Journal of Applied Psychology, 91(4), 917–926.

    Article  Google Scholar 

  • De Dreu, C. K., & Van Vianen, A. E. (2001). Managing relationship conflict and the effectiveness of organizational teams. Journal of Organizational Behavior, 22(3), 309–328.

    Article  Google Scholar 

  • De Dreu, C. K., & Weingart, L. R. (2003). A contingency theory of task conflict and performance in groups and organizational teams. International handbook of organizational teamwork and cooperative working, 88(4), 151–166.

    Google Scholar 

  • Deng, H., Wu, C. H., Leung, K., & Guan, Y. (2016). Depletion from self-regulation: A resource-based account of the effect of value incongruence. Personnel Psychology, 69(2), 431–465.

    Article  Google Scholar 

  • Dhar, R. L. (2015). Service quality and the training of employees: The mediating role of organizational commitment. Tourism Management, 46, 419–430.

    Article  Google Scholar 

  • DuBrin, A. J. (2010). Principles of leadership. Canada: South-Western.

    Google Scholar 

  • Dulebohn, J. H., Wu, D., & Liao, C. (2017). Does liking explain variance above and beyond LMX? A meta-analysis. Human Resource Management Review, 27(1), 149–166.

    Article  Google Scholar 

  • Edwards, J. R., & Cable, D. M. (2009). The value of value congruence. Journal of Applied Psychology, 94(3), 654–677.

    Article  Google Scholar 

  • Edwards, P., Cooper, R., Roberts, I., & Frost, C. (2005). Meta-analysis of randomised trials of monetary incentives and response to mailed questionnaires. Journal of Epidemiology & Community Health, 59(11), 987–999.

    Article  Google Scholar 

  • Eisenberger, R., Stinglhamber, F., Vandenberghe, C., Sucharski, I. L., & Rhoades, L. (2002). Perceived supervisor support: Contributions to perceived organizational support and employee retention. Journal of Applied Psychology, 87(3), 565–573.

    Article  Google Scholar 

  • Erben, G. S., & Güneşer, A. B. (2008). The relationship between paternalistic leadership and organizational commitment: Investigating the role of climate regarding ethics. Journal of Business Ethics, 82(4), 955–968.

    Article  Google Scholar 

  • Erkutlu, H., & Chafra, J. (2016). Value congruence and commitment to change in healthcare organizations. Journal of Advances in Management Research, 13(3), 316–333.

    Article  Google Scholar 

  • Fairhurst, G. T., & Chandler, T. A. (1989). Social structure in leader-member interaction. Communications Monographs, 56(3), 215–239.

    Article  Google Scholar 

  • Fu, W., & Deshpande, S. P. (2014). The impact of caring climate, job satisfaction, and organizational commitment on job performance of employees in a China’s insurance company. Journal of Business Ethics, 124(2), 339–349.

    Article  Google Scholar 

  • Gerstner, C. R., & Day, D. V. (1997). Meta-analytic review of leader–member exchange theory: Correlates and construct issues. Journal of Applied Psychology, 82(6), 827–844.

    Article  Google Scholar 

  • Golden, T. (2007). Co-workers who telework and the impact on those in the office: Understanding the implications of virtual work for co-worker satisfaction and turnover intentions. Human Relations, 60(11), 1641–1667.

    Article  Google Scholar 

  • Graen, G. B., & Scandura, T. A. (1987). Toward a psychology of dyadic organizing. Research in Organizational Behavior, 9, 175–208.

    Google Scholar 

  • Graen, G. B., & Uhl-Bien, M. (1995). Relationship-based approach to leadership: Development of leader-member exchange (LMX) theory of leadership over 25 years: Applying a multi-level multi-domain perspective. The Leadership Quarterly, 6(2), 219–247.

    Article  Google Scholar 

  • Gu, Q., Tang, T. L.-P., & Jiang, W. (2015). Does moral leadership enhance employee creativity? Employee identification with leader and leader–member exchange (LMX) in the Chinese context. Journal of Business Ethics, 126(3), 513–529.

    Article  Google Scholar 

  • Han, Y., & Altman, Y. (2010). Confucian moral roots of citizenship behaviour in China. Asia-Pacific Journal of Business Administration, 2(1), 35–52.

    Article  Google Scholar 

  • Hayes, A. F. (2015). An index and test of linear moderated mediation. Multivariate Behavioral Research, 50(1), 1–22.

    Article  Google Scholar 

  • Hayes, A. F. (2017). Introduction to mediation, moderation, and conditional process analysis: A regression-based approach. Guilford Publications.

  • Hofstede, G. (1980). Motivation, leadership, and organization: Do American theories apply abroad? Organizational Dynamics, 9(1), 42–63.

    Article  Google Scholar 

  • Huang, X., & Bond, M. H. (2012). Handbook of Chinese organizational behavior: Integrating theory, research and practice. Edward Elgar Publishing.

  • Hui, C., Law, K. S., Yi Feng Chen, N., & Tjosvold, D. (2008). The role of co-operation and competition on leader―member exchange and extra-role performance in China. Asia Pacific Journal of Human Resources, 46(2), 133–152.

    Article  Google Scholar 

  • Hung, D. K. M., Ansari, M. A., & Aafaqi, R. (2004). Fairness of human resource management practices, leader-member exchange and organizational commitment. Asian Academy of Management Journal, 9(1), 99–120.

    Google Scholar 

  • Hwang, K.-k. (1987). Face and favor: The Chinese power game. American Journal of Sociology, 92(4), 944–974.

    Article  Google Scholar 

  • Ilies, R., Fulmer, I. S., Spitzmuller, M., & Johnson, M. D. (2009). Personality and citizenship behavior: The mediating role of job satisfaction. Journal of Applied Psychology, 94(4), 945–959.

    Article  Google Scholar 

  • Janssen, O. (2004). The barrier effect of conflict with superiors in the relationship between employee empowerment and organizational commitment. Work & Stress, 18(1), 56–65.

    Article  Google Scholar 

  • Janssen, O., Van de Vliert, E., & Veenstra, C. (1999). How task and person conflict shape the role of positive interdependence in management teams. Journal of Management, 25(2), 117–141.

    Article  Google Scholar 

  • Jehn, K. A. (1995). A multimethod examination of the benefits and detriments of intragroup conflict. Administrative Science Quarterly, 40(2), 256–282.

    Article  Google Scholar 

  • Jehn, K. A. (1997). A qualitative analysis of conflict types and dimensions in organizational groups. Administrative Science Quarterly, 530–557.

  • Jehn, K. A., & Bendersky, C. (2003). Intragroup conflict in organizations: A contingency perspective on the conflict-outcome relationship. Research in Organizational Behavior, 25, 187–242.

    Article  Google Scholar 

  • Jehn, K. A., Bezrukova, K., & Thatcher, S. (2007). Conflict, diversity, and faultlines in workgroups The psychology of conflict and conflict management in organizations (pp. 195–226). Psychology Press.

  • Jehn, K. A., Chadwick, C., & Thatcher, S. M. (1997). To agree or not to agree: The effects of value congruence, individual demographic dissimilarity, and conflict on workgroup outcomes. International Journal of Conflict Management, 8(4), 287–305.

    Article  Google Scholar 

  • Jehn, K. A., Greer, L., Levine, S., & Szulanski, G. (2008). The effects of conflict types, dimensions, and emergent states on group outcomes. Group Decision and Negotiation, 17(6), 465–495.

    Article  Google Scholar 

  • Jehn, K. A., & Mannix, E. A. (2001). The dynamic nature of conflict: A longitudinal study of intragroup conflict and group performance. Academy of Management Journal, 44(2), 238–251.

    Google Scholar 

  • Jehn, K. A., Northcraft, G. B., & Neale, M. A. (1999). Why differences make a difference: A field study of diversity, conflict and performance in workgroups. Administrative Science Quarterly, 44(4), 741–763.

    Article  Google Scholar 

  • Kandel, E., & Lazear, E. P. (1992). Peer pressure and partnerships. Journal of Political Economy, 100(4), 801–817.

    Article  Google Scholar 

  • Kim, T.-Y., Wang, C., Kondo, M., & Kim, T. H. (2007). Conflict management styles: The differences among the Chinese, Japanese, and Koreans. International Journal of Conflict Management, 18(1), 23–41.

    Article  Google Scholar 

  • Koys, D. J. (2001). The effects of employee satisfaction, organizational citizenship behavior, and turnover on organizational effectiveness: A unit-level, longitudinal study. Personnel Psychology, 54(1), 101–114.

    Article  Google Scholar 

  • Kristof, A. L. (1996). Person-organization fit: An integrative review of its conceptualizations, measurement, and implications. Personnel Psychology, 49(1), 1–49.

    Article  Google Scholar 

  • Kumar, K., Bakhshi, A., & Rani, E. (2009). Linking the ‘Big Five’ personality domains to organizational citizenship behavior. International journal of Psychological studies, 1(2), 73.

    Article  Google Scholar 

  • Lau, D. C., Liu, J., & Fu, P. P. (2007). Feeling trusted by business leaders in China: Antecedents and the mediating role of value congruence. Asia Pacific Journal of Management, 24(3), 321–340.

    Article  Google Scholar 

  • Law, K. S., Wong, C.-S., Wang, D., & Wang, L. (2000). Effect of supervisor–subordinate guanxi on supervisory decisions in China: An empirical investigation. International Journal of Human Resource Management, 11(4), 751–765.

    Article  Google Scholar 

  • Lawrence, E. R., & Kacmar, K. M. (2012). Leader-member exchange and stress: The mediating role of job involvement and role conflict. Journal of Behavioral and Applied Management, 14(1), 39–52.

    Google Scholar 

  • Lee, D., Choi, Y., Youn, S., & Chun, J. U. (2017a). Ethical leadership and employee moral voice: The mediating role of moral efficacy and the moderating role of leader–follower value congruence. Journal of Business Ethics, 141(1), 47–57.

    Article  Google Scholar 

  • Lee, D., Choi, Y., Youn, S., & Chun, J. U. (2017b). Ethical leadership and employee moral voice: The mediating role of moral efficacy and the moderating role of leader–follower value congruence. Journal of Business Ethics, 141(1), 47–57.

    Article  Google Scholar 

  • Lee, J. (2001). Leader-member exchange, perceived organizational justice, and cooperative communication. Management Communication Quarterly, 14(4), 574–589.

    Article  Google Scholar 

  • Lee, K., Scandura, T. A., & Sharif, M. M. (2014). Cultures have consequences: A configural approach to leadership across two cultures. The Leadership Quarterly, 25(4), 692–710.

    Article  Google Scholar 

  • Leow, K. L., & Khong, K. W. (2009). Organizational commitment: The study of organizational justice and leader-member exchange (LMX) among auditors in Malaysia. International Journal of Business and Information, 4(2).

  • Li, A., Early, S. F., Mahrer, N. E., Klaristenfeld, J. L., & Gold, J. I. (2014). Group cohesion and organizational commitment: Protective factors for nurse residents’ job satisfaction, compassion fatigue, compassion satisfaction, and burnout. Journal of Professional Nursing, 30(1), 89–99.

    Article  Google Scholar 

  • Li, M., Wang, Z., You, X., & Gao, J. (2015). Value congruence and teachers’ work engagement: The mediating role of autonomous and controlled motivation. Personality and Individual Differences, 80(2015), 113–118.

    Article  Google Scholar 

  • Liden, R. C. (2012). Leadership research in Asia: A brief assessment and suggestions for the future. Asia Pacific Journal of Management, 29(2), 205–212.

    Article  Google Scholar 

  • Liu, H., Zhou, M., & Ren, J. (2015). Relations among NAFF, relationship conflict and group performance: The moderating roles of LMX differentiation and task interdependence. In Paper presented at the 2015 12th International Conference on Service Systems and Service Management (ICSSSM).

    Google Scholar 

  • Lo, M. C., Abang Azlan, M., Ramayah, T., & Wang, Y. C. (2015). Examining the effects of leadership, market orientation and leader member exchange (LMX) on organisational performance. Engineering Economics, 26(4), 409–421.

    Article  Google Scholar 

  • Luo, J.-D., & Cheng, M.-Y. (2015). Guanxi circles’ effect on organizational trust: Bringing power and vertical social exchanges into intraorganizational network analysis. American Behavioral Scientist, 59(8), 1024–1037.

    Article  Google Scholar 

  • MacKenzie, S. B., & Podsakoff, P. M. (2012). Common method bias in marketing: Causes, mechanisms, and procedural remedies. Journal of Retailing, 88(4), 542–555.

    Article  Google Scholar 

  • Martin, R., Guillaume, Y., Thomas, G., Lee, A., & Epitropaki, O. (2016). Leader–member exchange (LMX) and performance: A meta-analytic review. Personnel Psychology, 69(1), 67–121.

    Article  Google Scholar 

  • Mathieu, J. E., & Zajac, D. M. (1990). A review and meta-analysis of the antecedents, correlates, and consequences of organizational commitment. Psychological Bulletin, 108(2), 171–194.

    Article  Google Scholar 

  • Matta, F. K., Scott, B. A., Koopman, J., & Conlon, D. E. (2015). Does seeing “eye to eye” affect work engagement and organizational citizenship behavior? A role theory perspective on LMX agreement. Academy of Management Journal, 58(6), 1686–1708.

    Article  Google Scholar 

  • Meglino, B. M., & Ravlin, E. C. (1998). Individual values in organizations: Concepts, controversies, and research. Journal of Management, 24(3), 351–389.

    Article  Google Scholar 

  • Meriac, J. P. (2012). Work ethic and academic performance: Predicting citizenship and counterproductive behavior. Learning and Individual Differences, 22(4), 549–553.

    Article  Google Scholar 

  • Meyer, J. P., & Allen, N. J. (1991). A three-component conceptualization of organizational commitment. Human Resource Management Review, 1(1), 61–89.

    Article  Google Scholar 

  • Meyer, J. P., Allen, N. J., & Smith, C. A. (1993). Commitment to organizations and occupations: Extension and test of a three-component conceptualization. Journal of Applied Psychology, 78(4), 538–551.

    Article  Google Scholar 

  • Meyer, J. P., Stanley, D. J., Herscovitch, L., & Topolnytsky, L. (2002). Affective, continuance, and normative commitment to the organization: A meta-analysis of antecedents, correlates, and consequences. Journal of Vocational Behavior, 61(1), 20–52.

    Article  Google Scholar 

  • Mitchell, M. S., Cropanzano, R. S., & Quisenberry, D. M. (2012). Social exchange theory, exchange resources, and interpersonal relationships: A modest resolution of theoretical difficulties. In Handbook of social resource theory (pp. 99-118): Springer. Berlin

  • Moorman, R. H., & Byrne, Z. S. (2013). How does organizational justice affect organizational citizenship behavior? In J. Greenberg & J. A. Colquitt (Eds.), Handbook of organizational justice: Lawrence Erlbaum associates.

    Google Scholar 

  • Mowday, R. T., Steers, R. M., & Porter, L. W. (1979). The measurement of organizational commitment. Journal of Vocational Behavior, 14(2), 224–247.

    Article  Google Scholar 

  • Nie, D., & Lämsä, A.-M. (2015). The leader–member exchange theory in the Chinese context and the ethical challenge of guanxi. Journal of Business Ethics, 128(4), 851–861.

    Article  Google Scholar 

  • Organ, D. W. (1994). Personality and organizational citizenship behavior. Journal of Management, 20(2), 465–478.

    Article  Google Scholar 

  • Organ, D. W., & Lingl, A. (1995). Personality, satisfaction, and organizational citizenship behavior. The Journal of Social Psychology, 135(3), 339–350.

    Article  Google Scholar 

  • Organ, D. W., Podsakoff, P. M., & MacKenzie, S. B. (2006). Organizational citizenship behavior: Its nature, antecedents, and consequences. Thousand Oaks: Sage Publications.

    Google Scholar 

  • Organ, D. W., & Ryan, K. (1995). A meta-analytic review of attitudinal and dispositional predictors of organizational citizenship behavior. Personnel Psychology, 48(4), 775–802.

    Article  Google Scholar 

  • Ostroff, C., Shin, Y., & Kinicki, A. J. (2005). Multiple perspectives of congruence: Relationships between value congruence and employee attitudes. Journal of Organizational Behavior, 26(6), 591–623.

    Article  Google Scholar 

  • Pellegrini, E. K. (2015). Relational leadership through the lens of international LMX research. In The Oxford handbook of leader–member exchange (pp. 351–379).

    Google Scholar 

  • Podsakoff, P. M., MacKenzie, S. B., Lee, J.-Y., & Podsakoff, N. P. (2003). Common method biases in behavioral research: A critical review of the literature and recommended remedies. Journal of Applied Psychology, 88(5), 879–903.

    Article  Google Scholar 

  • Regts, G., & Molleman, E. (2013). To leave or not to leave: When receiving interpersonal citizenship behavior influences an employee’s turnover intention. Human Relations, 66(2), 193–218.

    Article  Google Scholar 

  • Rozman, G. (2002). Can Confucianism survive in an age of universalism and globalization? Pacific Affairs, 11–37.

  • Ruiz-Palomino, P., & Martínez-Cañas, R. (2014). Ethical culture, ethical intent, and organizational citizenship behavior: The moderating and mediating role of person–organization fit. Journal of Business Ethics, 120(1), 95–108.

    Article  Google Scholar 

  • Scandura, T. A., & Graen, G. B. (1984). Moderating effects of initial leader–member exchange status on the effects of a leadership intervention. Journal of Applied Psychology, 69(3), 428–436.

    Article  Google Scholar 

  • Schwartz, S. J., Zamboanga, B. L., Meca, A., & Ritchie, R. A. (2012). Identity around the world: An overview. New Directions for Child and Adolescent Development, 2012(138), 1–18.

    Article  Google Scholar 

  • Sherony, K. M., & Green, S. G. (2002). Coworker exchange: Relationships between coworkers, leader-member exchange, and work attitudes. Journal of Applied Psychology, 87(3), 542–548.

    Article  Google Scholar 

  • Simons, T. L., & Peterson, R. S. (2000). Task conflict and relationship conflict in top management teams: The pivotal role of intragroup trust. Journal of Applied Psychology, 85(1), 102–111.

    Article  Google Scholar 

  • Song, S.-H. (2006). Workplace friendship and employees’ productivity: LMX theory and the case of the Seoul city government. International Review of Public Administration, 11(1), 47–58.

    Article  Google Scholar 

  • Sparrowe, R. T., & Liden, R. C. (1997). Process and structure in leader-member exchange. Academy of Management Review, 22(2), 522–552.

    Article  Google Scholar 

  • Steers, R. M. (1977). Antecedents and outcomes of organizational commitment. Administrative Science Quarterly, 46–56.

  • Sui, Y., Wang, H., Kirkman, B. L., & Li, N. (2016). Understanding the curvilinear relationships between LMX differentiation and team coordination and performance. Personnel Psychology, 69(3), 559–597.

    Article  Google Scholar 

  • Tang, C., & Naumann, S. E. (2015). Paternalistic leadership, subordinate perceived leader–member exchange and organizational citizenship behavior. Journal of Management & Organization, 21(3), 291–306.

    Article  Google Scholar 

  • Toor, & Ofori. (2009). Ethical leadership: Examining the relationships with full range leadership model, employee outcomes, and organizational culture. Journal of Business Ethics, 90(4), 533–547.

    Article  Google Scholar 

  • Truckenbrodt, Y. B. (2000). The relationship between leader-member exchange and commitment and organizational citizenship behavior. Acquisition Review Quarterly, 7(3), 233.

    Google Scholar 

  • Turnipseed, D. L. (2002). Are good soldiers good?: Exploring the link between organization citizenship behavior and personal ethics. Journal of Business Research, 55(1), 1–15.

    Article  Google Scholar 

  • Van Vianen, A. E., Shen, C. T., & Chuang, A. (2011). Person–organization and person–supervisor fits: Employee commitments in a Chinese context. Journal of Organizational Behavior, 32(6), 906–926.

    Article  Google Scholar 

  • Vega, G., & Comer, D. R. (2005). Sticks and stones may break your bones, but words can break your spirit: Bullying in the workplace. Journal of Business Ethics, 58(1), 101–109.

    Article  Google Scholar 

  • Wang, A. C., Hsieh, H. H., Tsai, C. Y., & Cheng, B. S. (2012). Does value congruence lead to voice? Cooperative voice and cooperative silence under team and differentiated transformational leadership. Management and Organization Review, 8(2), 341–370.

    Article  Google Scholar 

  • Wang, D., Gan, C., & Wu, C. (2016). LMX and employee voice: A moderated mediation model of psychological empowerment and role clarity. Personnel Review, 45(3), 605–615.

    Article  Google Scholar 

  • Wang, H., Law, K. S., Hackett, R. D., Wang, D., & Chen, Z. X. (2005). Leader-member exchange as a mediator of the relationship between transformational leadership and followers' performance and organizational citizenship behavior. Academy of Management Journal, 48(3), 420–432.

    Article  Google Scholar 

  • Wang, S., & Yi, X. (2011). It’s happiness that counts: Full mediating effect of job satisfaction on the linkage from LMX to turnover intention in Chinese companies. International Journal of Leadership Studies, 6(3), 337–356.

    Google Scholar 

  • Wayne, S. J., Shore, L. M., & Liden, R. C. (1997). Perceived organizational support and leader-member exchange: A social exchange perspective. Academy of Management Journal, 40(1), 82–111.

  • Wayne, S. J., Shore, L. M., Bommer, W. H., & Tetrick, L. E. (2002). The role of fair treatment and rewards in perceptions of organizational support and leader-member exchange. Journal of Applied Psychology, 87(3), 590–598.

    Article  Google Scholar 

  • Williams, E. A., Pillai, R., Deptula, B., & Lowe, K. B. (2012). The effects of crisis, cynicism about change, and value congruence on perceptions of authentic leadership and attributed charisma in the 2008 presidential election. The Leadership Quarterly, 23(3), 324–341.

    Article  Google Scholar 

  • Yang, C. (2014). Does ethical leadership Lead to happy workers? A study on the impact of ethical leadership, subjective well-being, and life happiness in the Chinese culture. Journal of Business Ethics, 123(3), 513–525.

    Article  Google Scholar 

  • Yang, Z., & Wang, C. L. (2011). Guanxi as a governance mechanism in business markets: Its characteristics, relevant theories, and future research directions. Industrial Marketing Management, 40(4), 492–495.

    Article  Google Scholar 

  • Yousef, D. A. (2017). Organizational commitment, job satisfaction and attitudes toward organizational change: A study in the local government. International Journal of Public Administration, 40(1), 77–88.

    Article  Google Scholar 

  • Yukl, G., & Van Fleet, D. D. (1992). Theory and research on leadership in organizations.

    Google Scholar 

  • Zhang, Y. B., Lin, M.-C., Nonaka, A., & Beom, K. (2005). Harmony, hierarchy and conservatism: A cross-cultural comparison of Confucian values in China, Korea, Japan, and Taiwan. Communication Research Reports, 22(2), 107–115.

    Article  Google Scholar 

  • Zhao, H. (2015). Leader-member exchange differentiation and team creativity: A moderated mediation study. Leadership & Organization Development Journal, 36(7), 798–815.

    Article  Google Scholar 

  • Zhu, W., Norman, S. M., Peng, Z., Riggio, R. E., & Sosik, J. J. (2012). The impact of ethical political leadership on the public: The mediating role of confidence in political leaders. Leadership, 8(2), 109–124.

    Article  Google Scholar 

Download references

Funding

This study was funded by Ministry of Science and Technology (grant number MOST 105-2410-H-130-058-SS2).

Author information

Authors and Affiliations

  1. International College, Ming Chuan University, 250 Zhong Shan N. Rd., Sec. 5, Taipei City, 111, Taiwan (R.O.C.)

    Conna Yang

Authors
  1. Conna Yang
    View author publications

    You can also search for this author in PubMed Google Scholar

Corresponding author

Correspondence to Conna Yang.

Additional information

Publisher’s note

Springer Nature remains neutral with regard to jurisdictional claims in published maps and institutional affiliations.

Rights and permissions

Reprints and permissions

About this article

Check for updates. Verify currency and authenticity via CrossMark

Cite this article

Yang, C. How to avoid coworker relationship conflict: a study of leader-member exchange, value congruence, and workplace behavior. Asian J Bus Ethics 9, 47–71 (2020). https://doi.org/10.1007/s13520-020-00099-3

Download citation

  • Received:

  • Accepted:

  • Published:

  • Issue Date:

  • DOI: https://doi.org/10.1007/s13520-020-00099-3

Keywords

Search

Navigation