Download - Thesis Defense Final
The Effect of Personality Traits on the Relationship Between Inclusive Leadership and LMX, and Its Outcomes
Research Project for the degree of Master of Science in Human Resource Studies
Bella MirzamagomedovaDecember 17, 2015
Why this topic ?Novelty
New interesting topic Mostly unresearched/not deeply researched
Originality explores diversity in terms of personality
traits
Actuality this research appears when academic
research is particularly interested in various effects related to inclusion
Research question:‘To what extent does inclusive
leadership behavior affect OCB, job satisfaction and job performance through leader-member exchange relationship, and to what extent does extraversion versus introversion affect the relationship between the inclusive leadership and leader-member exchange relationship?’
What is….Inclusive leadership A person, who leads/manages/supervises a
group/team by creating relationships with subordinates in order to accomplish tasks for mutual interest, whereby the leader collaborates rather than commands them (Hollander, 2009).
An IL creates an environment of inclusion, where different voices are respected and heard, diverse viewpoints are valued, and everyone is encouraged to make a meaningful contribution (Pless & Maak, 2004, p.130-131)
LMX Relationship between IL and a subordinate, where if
the employee is a member of an “in-group” – there is a high-quality LMX between the leader and the employee.
Employee is a member of an “out-group” – low-quality LMX (Organ, 2006).
Inclusive leadership theory H1: The more the leader is inclusive, the higher is the
leader-member exchange relationship.
Social exchange theory H2: The higher the quality of LMX, the more employees will
be likely to engage in OCB. H3: The higher the quality of LMX, the higher the job
satisfaction of employees. H4: The higher the quality of LMX, the higher the job
performance of employees. H5: LMX partially mediates the relationship between
inclusive leadership and OCB, job satisfaction and job performance.
Conceptual model
Theories & Hypotheses I
Theories & Hypotheses IICompensation of Resources Theory (COR) H6: The more the leader is inclusive, the higher is the leader-
member exchange relationship, whereby this relationship is moderated by personality traits, such that the effect for introverts is stronger than for extraverts.
Hypothesized relationship between introverts and extraverts:
MethodsParticipants (only working in teams)
264 employees, 84 men (31.8%) and 180 women (68.2%)
Most respondent worked in the OC in Roermond The qualifications for participating were:
Amount of members between 4 and 25 Team members interact face-to-face Team members have both individual and common goals The team works exclusively in and for one organization The team works together for at least 3 months Team members are interdependent in their tasks
Measurement and procedure Existing scales were used In Dutch and in English (“forward- and back-translation”
method used by Degroot, Dannenburg, & Vanhell, 1994) Data collected via questionnaires in both Dutch and English
languages via Qualtrics and paper versions
Analyses Sequential regression analysis (for direct
effects, mediation and moderation)
Conditional Process analysis by Hayes (Hayes, 2012) (for the moderated mediation, model 7)
Results H1 – H5H1 supported by both analyses Inclusive leadership was positively associated with LMX (b =
1.26, t (220) = 5.23, p < .001). H2 rejected/not significant model LMX was not significantly associated with OCB (b = .01, t (220)
= .25, p > .5). H3 was supported LMX was positively associated with job satisfaction (b = .23, t
(220) = 2.88, p < .05). Additionally, IL was positively related to job satisfaction (b = .15, t (220) = 2.04, p < .05).
H4 accepted LMX and job performance (β = .192, p < .01). H5 partially accepted Only the positive relationship between IL and job satisfaction
through LMX was supported
Inclusive leadership LMX
Personality traits:extraverts
OCB
Job satisfaction.620***
.010
.040
Job performance
.179*
Age
Educational level
Service sector-.008***
.116***
* p < .05; Sobel test: z-value = 1.177**p < .01;*** p < .001.
.180**
.253***
.235**
.133**
.170*
Direct effects (hypothesized)
Direct effect of IL (not hypothesized)
Effects of personality traits (not hypothesized)
Effects of age (not hypothesized)
Effects of educational level (not hypothesized)
Regression analysis for mediation
Results H6H6 incongruent results The results of the moderation in regression analysis supported
H6: personality traits were moderating the relationship between inclusive leadership and LMX, and the effect for introverts was slightly stronger than for extraverts (b = -.229, p= .001).
The moderating effect of personality traits on IL and LMX
Moderated mediation analysis
Inclusive leadership
Personality traits:Introverts > extraverts
OCB
Job satisfaction1.263***
-.019
.029
* p < .05;**p < .01;*** p < .001.
Job performance
.234*LMX
-.229*
.265**
.218**
.806**
.177**Age
Service sector
-.006**
-.005**
.444***
.156*
.114*
Direct effects (hypothesized)
Direct effect of IL (not hypothesized)
Effects of personality traits (not hypothesized)
Effects of age (not hypothesized)
Effects of service sector (not hypothesized)
Results H6 The moderated mediation analysis
conducted in Process did not provide any support for the moderated role of personality traits.
The Index of the moderated mediation showed no conditional indirect effect moderated by personality traits in 1st analysis (95% CI (-.04| .02); 2nd - (95% CI (-.15| .01); 3rd - (95% CI (-.05| .01).
Additional findings Negative effect of age on job
performance, and OCB
Positive relationship between service sector and OCB
Positive relationship between education and job performance
Conclusion IL leads to high-quality leader member
exchange relationship between the leader and subordinates.
LMX leads to job satisfaction and job performance
IL leads to job satisfaction
LMX mediates the positive relationship between IL and job satisfaction
Inconclusive results regarding personality traits
Practical & Theoretical Implications
Confirms the usefulness to organize various trainings/workshops in order to create inclusive environments
Provides strategies for effective leaders
Provides results that can be taken into consideration by policy-makers to create policies to encourage supervisors to be inclusive
Shows the importance of IL
Future research and limitations
Sample size Generalizability Variety of methods Research design More perspectives for objective
results More elements of the personality
traits Other/additional variables