Abstract:

The leader-member exchange model, unlike traditional leadership theories, is based on the exchange of mutual interests of the leader and the member. The nature of the relationship between the leader and the member creates some changes in working relationships and communication styles and some organizational results. As a matter of fact, when the literature on the theory of leader-member exchange in the field of organizational behavior is examined, it is seen that the relationship of the theory with many dependent and independent variables is investigated. One of them is the performance of the employees. On the other hand, rapidly developing technology necessitates the understanding of being innovative for the continuity of organizational life and profit maximization in almost all businesses regardless of sector. It is stated that innovation in organizations is usually the result of individual competence and efforts. In this context, the effect of leader-member exchange on employee performance and the mediating role of innovative work behavior in this relationship were investigated in this study. The direction and severity of the impact were determined by analyzing 245 data obtained through a questionnaire from a port operator's employees with Hayes' macro named PROCESS. Accordingly, it has been concluded that innovative work behavior has a partial mediating role in the effect of leader-member exchange on the job performance of the employees.

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