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Leader–member exchange, enriched jobs, and goal-setting: Applying fuzzy set methodology

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  • Lee Whittington, J.
  • Greg Bell, R.

Abstract

This study takes a configurational approach to investigate multiple combinations of motivational and leadership factors that provide alternative paths for achieving positive behavioral and attitudinal outcomes among employees. Using a field study of 209 leader–follower dyads from 12 different organizations, the results demonstrate that leadership and motivational constructs combine in multiple bundles to achieve high levels of employee performance, commitment, and citizenship behaviors. These results demonstrate the usefulness of configurational approaches in helping understand equifinality in the field of organizational behavior.

Suggested Citation

  • Lee Whittington, J. & Greg Bell, R., 2016. "Leader–member exchange, enriched jobs, and goal-setting: Applying fuzzy set methodology," Journal of Business Research, Elsevier, vol. 69(4), pages 1401-1406.
    • Handle: RePEc:eee:jbrese:v:69:y:2016:i:4:p:1401-1406
    DOI: 10.1016/j.jbusres.2015.10.115
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    References listed on IDEAS

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    1. Kalle Pajunen, 2008. "Institutions and inflows of foreign direct investment: a fuzzy-set analysis," Journal of International Business Studies, Palgrave Macmillan;Academy of International Business, vol. 39(4), pages 652-669, June.
    2. Podsakoff, Philip M. & Niehoff, Brian P. & MacKenzie, Scott B. & Williams, Margaret L., 1993. "Do Substitutes for Leadership Really Substitute for Leadership? An Empirical Examination of Kerr and Jermier's Situational Leadership Model," Organizational Behavior and Human Decision Processes, Elsevier, vol. 54(1), pages 1-44, February.
    3. Ragin, Charles C., 2006. "Set Relations in Social Research: Evaluating Their Consistency and Coverage," Political Analysis, Cambridge University Press, vol. 14(3), pages 291-310, July.
    4. Woodside, Arch G. & Hsu, Shih-Yun & Marshall, Roger, 2011. "General theory of cultures' consequences on international tourism behavior," Journal of Business Research, Elsevier, vol. 64(8), pages 785-799, August.
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    Cited by:

    1. Kim, Kyoung Yong & Atwater, Leanne & Jolly, Phillip & Ugwuanyi, Ijeoma & Baik, Kibok & Yu, Jia, 2021. "Supportive leadership and job performance: Contributions of supportive climate, team-member exchange (TMX), and group-mean TMX," Journal of Business Research, Elsevier, vol. 134(C), pages 661-674.
    2. Mariachiara Barzotto & Lisa De Propris, 2021. "The value of firm linkages in the age of industry 4.0: a qualitative comparative analysis," The Annals of Regional Science, Springer;Western Regional Science Association, vol. 67(2), pages 245-272, October.
    3. Yongbo Sun & Xiaojuan Hu & Yixin Ding, 2019. "Learning or Relaxing: How Do Challenge Stressors Stimulate Employee Creativity?," Sustainability, MDPI, vol. 11(6), pages 1-20, March.
    4. Fernanda Bethlem Tigre & Paulo Lopes Henriques & Carla Curado, 2022. "Building trustworthiness: Leadership self-portraits," Quality & Quantity: International Journal of Methodology, Springer, vol. 56(6), pages 3971-3991, December.

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