The Influence of Leader-Member Relationship on Staff under the Feeling Trusted

Through a survey of 256 employees and their supervisors, the results show that the leader-member relationship between the supervisor and the employee has a certain adjustment effect on the relationship between organizational input and employee contribution, which indicates that the role of the supervisor playing as a spokesperson of employees is indeed having an influence on the role of the organizational agent. When the supervisor thinks that the leader-member relationship is good, it can promote the smooth progress of social exchange between the organization and the employees, so that the input of the organization can get higher job performance returns and work engagement of the employees, but the emotional exhaustion between each other cannot be proved.


Preface
Employees are one of the most important stakeholders in the company. How to manage the relationship between the organization and employees is a topic of common concern in the circles of business community and academics. At present, the theory of social exchange has become the main theoretical framework for studying the employee-organization relationship [1] [2]. During the study on employee-organization relationship with different cultural backgrounds, it was found that the existence of social exchange process refers to the social exchange relationship between the organization's input to employees and the con-

Theory and Assumptions
To explore the influence of leader-member relationship on staff, it is first necessary to understand what is the specific content of staff input and employee contributions, and what is the relationship between employee input and employee contribution when not considering the influence of leader-member relationship.
Regarding the relationship between developmental input and performance, some studies have found that authorization has a positive influence on task performance, while the relationship between career management, participation in decision-making, fairness and employee task performance are still unclear. Some studies have found that there is a positive relationship between them. However, others find that there is no correlation. For example, it is found that organizational career management is not related to employee task performance. Long the influence is stronger. The study found that the positive relationship between leaders and members regarding the emotional exhaustion of employees is not obvious. Figure 1 below is a theoretical hypothesis induction.
Hypothesis 1: The leader-member relationship has a positive influence on employee task performance and work engagement.
Hypothesis 2: The quality of leader-member relationship has a positive influence on employee emotional exhaustion.

Study Methods
In order to verify the above hypotheses, the author compiled a questionnaire for

Measurement Tools and Their Validity and Reliability
This paper uses the mature scale as a measurement tool, and analyzes the reliability and validity with Cron-bach α coefficient method and confirmatory factor analysis (CFA).
The specific measurement methods for each variable are as follows: 1) For the Job performance and work engagement, the single-dimensional task performance scale in employee-member relationship strategy study such as TSUI is used. In the questionnaire, the supervisor is asked to judge the relevant description for the specific subordinates (for example, the degree of consent for "the quality of the work completed is much higher than the average level"), 1 point 3) For the leader-member relationship, although the structure of the leader-member relationship is still single-dimensional or multi-dimensional, it is still controversial. However, since the main concern of this paper is the quality of the leader-member relationship rather than the exchange content, the single-dimensional resistance 1 scale with good reliability and validity is adopted. This scale has 7 problems, related to the quality of the leader-member relationship measured by the localization multi-dimensional scale developed by Wang Hui et al.
In the questionnaire, managers and employees are asked to answer about their consent degree to the description according to their work experiences (such as "I fully understand his difficulties and personal needs in work" and "The work relationship between I and this subordinate is very harmonious, so our work is efficient and accomplished", etc.), 1 point represents complete disagreement, and 7 points represent full agreement [4].

Results and Discussion
The path analysis of the structural equation model (using LISREL 8.54 software) is used to verify the hypothesis 1 and hypothesis 2. The selection of the overall fit goodness indicator is consistent with the aforementioned confirmatory factor analysis. Before computing, the topics of the same dimension of the organizational commitment and organizational citizenship behavior are averaged into one indicator. After the merger, the organizational commitment becomes a latent variable with three indicators. The organizational citizenship behavior becomes a latent variable with five indicators (the same below).Because of the different nature of these two types of inputs, we will first examine the influence of these two types of inputs on employees separately, and then examine the joint role of the two.  [4].
The contribution of this paper is mainly to verify the influence of the leader-member relationship of supervisor and employee reports on the staff, in enterprise confirm that the influence of organizational input on employee contributions depends on the leader-member relationship, also find that the leader-member relationship of supervisor and employee reports has different adjustment role on the relationship between organizational input and employee contribution.
The shortcoming of this paper is the use of cross-sectional data study, so it is difficult to examine the process of leader-member relationship interfering with the staff, and the process of interaction between organizational input and em-

Conclusion
This paper examines the influence of the role of business managers in their work situations as the employees' spokesperson on the social exchange of employees and organizations in which they involve as an organizational agent, and also the influence of one social exchange relationship on another social exchange relationship in the organization.

Conflicts of Interest
The author declares no conflicts of interest regarding the publication of this paper.