Employee–supervisor political skill congruence and work outcomes: The mediating role of leader–member exchange quality

This study aims to investigate the effect of employee–supervisor political skill congruence on the quality of leader–member exchange (LMX), which in turn influences employees' job satisfaction and turnover intention. For this purpose, two survey studies were conducted. The first study examined the relationship between employee–supervisor political skill congruence and LMX using multi-source data collected from 287 employee–supervisor dyads. The second study examined the indirect effect of congruence in political skill on work outcomes through LMX by using time-lagged multi-source data collected from 142 employee–supervisor dyads. The findings indicate that compared with incongruence, congruence in political skill is associated with higher employee-rated LMX. Moreover, among dyads with congruent political skills, congruence at high levels of political skill is associated with higher employee-rated LMX compared with congruence at low levels of political skill. Moreover, in case of incongruency, low employee–high supervisor political skill combination was related to higher supervisor-rated LMX compared with high employee–low supervisor political skill combination. Lastly, employee–supervisor political skill congruency indirectly influences job satisfaction and turnover intention through employee-rated LMX. This research significantly contributes to the political skill literature by examining potential consequences of employee–supervisor congruence in political skill in the workplace.     

Supervisor–Subordinate Relationship,Differentiation, and Employee Creativity: A Self‐Categorization Perspective

This study seeks to explore the effect of the quality of supervisor–subordinate relationship (i.e., leader–member exchange; LMX) on employee creativity by examining a moderated‐mediation model. The model focuses on the mediating role of perceived insider status and the moderating role of perceived LMX differentiation in influencing the mediation. Using a time‐lagged research design, we collected data from 358 supervisor–subordinate dyads in a large Chinese diversified company. As predicated, we found that (a) perceived insider status mediated the positive relationship between LMX and employee creativity; and (b) perceived LMX differentiation moderated the strength of the mediated relationship between LMX and employee creativity via perceived insider status, such that the mediated relationship is stronger under high‐perceived LMX differentiation than under low‐perceived LMX differentiation.     

Two of a Kind? Leader–Member Exchange and Organizational Citizenship Behaviors:The Moderating Role of Leader–Member Similarity

This study investigates the role of similarity in ethnic origin between supervisor and employee as a potential moderator between subordinates' leader–member exchange (LMX) and organizational citizenship behavior (OCB). The results support the interaction effect of supervisor–subordinate ethnic differences with LMX and OCB. As hypothesized, OCB was positively related to LMX for both ethnically similar and dissimilar dyads, but the relationship was strongest for similar dyads.     

The interaction between leader–member exchange and perceived job security in predicting employee altruism and work performance

This study investigated the relationships among leader–member exchange (LMX), perceived job security, and employee performance. Drawing on the job demands–resources model and conservation of resources theory, we expected both LMX and perceived job security would affect employee altruism and work performance in a positive manner. In addition, LMX and perceived job security were expected to interact to predict the two outcome variables. The hypotheses were tested with a sample of 184 employees in a state‐owned enterprise in China. Our results showed that LMX, but not perceived job security, was positively related to employee altruism and work performance. Additionally, the effect of LMX on altruism was stronger for employees perceiving less job security. The findings indicated that LMX as a job resource becomes more impactful to altruistic performance when employees feel less secure at work.     

Job security and work performance in Chinese employees: The mediating role of organisational identification

This research focuses on investigating whether organisational identification mediates the effects of job security on in‐role behaviour and extra‐role behaviour and how these mediation mechanisms differ according to gender. Through analysing 212 supervisor‐subordinate dyads from a Chinese air transportation group, the research indicated that organisational identification partially mediated the effect of job security on in‐role behaviour and fully mediated the effect of job security on extra‐role behaviour. A multi‐group analysis also showed that there were significant differences between male and female employees in these relationships. In addition, moderated mediation analyses showed that gender moderated the indirect effects of job security on in‐role behaviour and extra‐role behaviour through organisational identification. Limitations and implications of these findings are discussed.     

Linking job control to employee creativity: The roles of creative self‐efficacy and regulatory focus

Providing job control to employees has been used to improve employee creativity in many organizations. However, the underlying psychological mechanism between job control and employee creativity has not been sufficiently examined. Whether the mechanism is consistent among different individuals rarely has been studied. Drawing on social cognitive theory and regulatory focus theory, we propose a moderated mediation model to investigate the relationship between job control and employee creativity as well as the mechanism and boundary condition of this relationship. We test our model using survey data from 182 supervisor–subordinate dyads collected from China. The results reveal that job control is positively related to employee creativity via creative self‐efficacy. A promotion focus moderates the indirect effect of job control on employee creativity via creative self‐efficacy such that the positive relationship between job control and creative self‐efficacy is stronger among high promotion focus employees, but a prevention focus does not moderate the relationship. Theoretical and practical implications are discussed in this study.     

The association between ethnic congruence in the supervisor‐subordinate dyad and subordinate organizational position and salary

We used a large field sample (N=32,854) to test popular press claims and propositions from relational demography theory that the ethnic congruence of the supervisor‐subordinate dyad is associated with positive employee outcomes. Results indicate that ethnic congruence was positively associated with subordinates' level in the organization and salary. These relationships were moderated by type of compensation system, such that the effects were stronger in merit‐based than in tenure‐based systems. In addition, the extent of the relationship between supervisor‐subordinate congruence differed by ethnic group, supporting previous research that suggests examining unique outcomes by ethnicity. However, although statistically significant, effect sizes were generally smaller than anticipated and implied in the popular press. Practical implications of these findings are discussed.     

Extra‐Role Behavior among Mexican Employees: The Impact of LMX,Group Acceptance,and Job Attitudes

The current field study took place within a Mexican work setting, consisting of 100 white‐collar employees representing a variety of professional job categories. The study investigated the direct effect of the supervisor–employee relationship (leader–member exchange) quality and group acceptance on employees' propensity to engage in activities beyond their formal work roles (extra‐role behavior). The mediating influences of the employees' job satisfaction level and organizational commitment were also taken into consideration when accounting for extra‐role behavior. Results suggest that relationships Mexican employees share with their supervisor have a direct impact on their extra‐role behavior. Social exchange, key to both extra‐role behavior and leader–member exchange, is proposed as the operating mechanism associating the two constructs. Results also indicate that organizational commitment plays a partial mediating role between leader–member exchange and extra‐role behavior.     

Supervisor Trustworthiness and Subordinates' Willingness to Provide Extra‐Role Efforts1

A laboratory experiment was used to determine the separate and joint effects of behaviors denoting supervisor trustworthiness on subordinate willingness to provide the supervisor with extra‐role efforts. Results indicate that a supervisor's demonstration of benevolence toward the subordinate outweighed the supervisor's work‐relevant ability and his or her benevolence toward the subordinate's peers in positively influencing subordinate willingness to provide the supervisor with extra‐role efforts. Also, benevolence toward the subordinate's peers moderated the effect of benevolence toward the subordinate, whereby benevolence toward the subordinate had a reduced positive effect when the supervisor was not benevolent toward the subordinate's peers.     

An examination of the multidimensionality of supervisor and subordinate perceptions of leader‐member exchange

Research on leader‐member exchange (LMX) theory typically has measured LMX in a unidimensional manner and has neglected supervisor perceptions of the LMX relationship. The present study developed and validated a multidimensional scale of supervisor LMX based on Liden and Maslyn's (1998) multidimensional subordinate LMX scale. Confirmatory factor analyses supported a multidimensional factor structure for both supervisor and subordinate LMX scales with four distinct dimensions: affect, loyalty, contribution, and professional respect. Results further indicated that these dimensions differentially predicted various criteria indicating that different aspects of the LMX relationship are of greater or lesser importance depending upon the criterion of interest. Additionally, results indicated that multidimensional LMX scales measured from both supervisor and subordinate perspectives predict important individual job attitudes and behaviours above scales that are either unidimensional or measured from just one perspective.     

WORK VALUE CONGRUENCE AND INTRINSIC CAREER SUCCESS: THE COMPENSATORY ROLES OF LEADER-MEMBER EXCHANGE AND PERCEIVED ORGANIZATIONAL SUPPORT

We hypothesized that leader-member exchange (LMX) and perceived organizational support (POS) would each interact with work value congruence in relation to intrinsic career success. In a sample of 520 teachers from 30 high schools in Turkey, we found that work value congruence was positively related to job and career satisfaction when POS was low but not related to job and career satisfaction when POS was high. Similarly, work value congruence was positively related to career satisfaction when LMX was low but not related when LMX was high. The results contribute to the POS, LMX, and person-organization fit literatures by demonstrating the compensatory nature of LMX and POS for low value congruence in its relation to job and career satisfaction.     

Different Strokes for Different Folks: The Impact of Sex Dissimilarity in the Empowerment–Performance Relationship

Organizations often utilize empowerment as a way to bolster performance. It is largely assumed, however, that its impact in this capacity is equivalent across organizational members. We tested this notion within a sample of 420 employees belonging to 75 teams in a Chinese organization and found that team empowerment related positively to supervisor‐rated in‐role and self‐rated extra‐role performance through its effect on individual psychological empowerment. More important, employee–coworker demographic dissimilarity moderated both stages of this indirect relationship. Specifically, when employee–coworker sex dissimilarity was higher, the following relationships were attenuated: (a) team empowerment–individual empowerment, (b) individual empowerment–in‐role performance, and (c) individual empowerment–extra–role performance. Collectively, the results illustrate that the impact of empowerment is contingent upon demographic dissimilarity.     

Reciprocal Relationships between Leader–Member Exchange (LMX) and Job Satisfaction: A Cross‐Lagged Analysis

While previous research has mainly emphasised the importance of leader–member exchange (LMX) to job satisfaction, there is a lack of research on reciprocal relationships between job satisfaction and LMX. In this study, we not only suggest that good LMX increases job satisfaction, but that job satisfaction can also enhance high‐quality supervisor–employee relationships. A full cross‐lagged panel analysis was used to test reciprocal relationships between LMX and job satisfaction. Employees (N= 279) of a large information technology company filled out questionnaires at two times, with a time lag of 3 months. In line with our predictions, findings revealed a positive relationship between LMX and job satisfaction both at Time 1 and Time 2. Moreover, LMX at Time 1 predicted the increase of job satisfaction at Time 2, and job satisfaction at Time 1 predicted the increase of LMX at Time 2. The results demonstrate the need to consider reciprocal relationships between job satisfaction and LMX when explaining employees' workplace outcomes. Our findings are discussed in terms of positive psychology theory.     

领导–下属心理资本一致性对周边绩效的影响——工作关系与私人关系的中介作用

本文基于相似吸引理论,考察了领导–下属心理资本一致性能否影响双方的工作关系(领导–下属交换,LMX)和私人关系(领导–下属关系,SSG),继而塑造下属的周边绩效。采用多项式回归和响应面分析技术,对164份领导–下属配对数据进行分析,结果表明：领导–下属心理资本越一致,双方的LMX和SSG越高;在一致情形下,与“低–低一致”相比,”高–高一致”时的LMX和SSG更高。领导–下属心理资本一致性通过LMX、SSG影响下属的周边绩效。以上结果能为如何有效利用心理资本管理领导–下属的人际互动、下属周边绩效提供启发。     

Abusive supervision and subordinate supervisor‐directed deviance: The moderating role of traditional values and the mediating role of revenge cognitions

This study examined the link between abusive supervision and subordinate supervisor‐directed deviance by focusing on the moderating role of traditionality and the mediating role of revenge cognitions directed towards supervisors. The results of analysing 283 supervisor–subordinate dyads in six private electronic companies and 222 supervisor–subordinate dyads in two state‐owned oil and gas companies in the People's Republic of China showed that abusive supervision was positively related to revenge cognitions directed towards supervisors and to supervisor‐directed deviance. In addition, traditionality moderated the above relationships such that they were stronger among low traditionalists than among high ones, while revenge cognitions mediated the main effect of abusive supervision and the interactive effect of abusive supervision and traditionality on supervisor‐directed deviance.     

Supervisor Support for Employee Performance in Australia: Mediating Role of Work‐Life Balance,Job, and Life Attitude

Drawing on the job‐demands resources model, we investigated the relationship between supervisor support and employee performance and the mediating effects of work‐life balance (WLB), job and life satisfaction, and organizational commitment in a sample of 305 financial‐sector employees in Sydney, Australia. Results reveal that supervisor support is positively related to employee performance, WLB, job and life satisfaction, and organizational commitment. In turn, WLB, job and life satisfaction, and organizational commitment are positively linked to employee performance. The findings indicate a significant mediation between supervisor support and employee performance only through WLB and organizational commitment. Implications for theory and practice are discussed.     

Supervisor Emotionally Intelligent Behavior and Employee Creativity

In a national study of employees across industries (N = 14,645), we examined the role of supervisor emotionally intelligent behavior for employee opportunity to grow, their affect at work, and creativity/innovation at work. Employees reported on their supervisors' emotionally intelligent behavior (perceiving, using, understanding, and managing emotions), and self‐reported about their job experiences and creativity/innovation at work. Supervisor emotionally intelligent behavior was related to employee affect at work assessed using both open‐ended questions and emotion rating scales. Furthermore, supervisor emotionally intelligent behavior was linked to employee creativity/innovation through its effect on employee opportunity to grow and higher experience of positive affect (supporting a serial mediation model). We discuss the implications of the results for creativity/innovation research and innovation management.     

The Effects of Leader and Subordinate Characteristics in the Development of Leader–Member Exchange Quality1

This study investigated the contribution of both subordinate and leader characteristics in the development of leader-member exchange (LMX) quality. Data from 56 subordinate-superior dyads working at a large West-coast media company revealed that subordinates high in work self-efficacy were liked more by their supervisors, perceived to be more similar to their supervisors, experienced more positive LMX quality, and were rated as better performers than subordinates low in self-efficacy. Previous job experience, was related only to one outcome; supervisor's liking of the subordinate. Subordinates initially low in self-efficacy benefited from high LMX, as evidenced by increased end-of-program self-efficacy. Perceptions of similarity between supervisor and subordinate were found to be more important to LMX quality than actual demographic similarity. Leader self-efficacy and optimism predicted subordinates' ratings of LMX quality only for female supervisors. Unexpectedly, leader self-efficacy and optimism were related to the leaders' own ratings of LMX and subordinate performance.     

The influence of role definition and affect in LMX: A process perspective on the personality – LMX relationship

While leader–member exchange (LMX) theorists have argued that role definition and affective processes play a central role in LMX development, research has yet to examine their relative influence. Likewise, few studies have investigated how the personality of leader and follower play out in these processes. Drawing on a sample of 161 managers and their respective leaders, we develop and offer empirical support for a model in which leader and subordinate agreeableness and core self‐evaluations wield their respective influence through the affective and role definition processes underlying LMX. Implications of these findings for the theory and practice of LMX are discussed.     

How perceived interpersonal justice relates to job burnout and intention to leave: The role of leader–member exchange and cognition‐based trust in leaders

Intense competition among companies makes it particularly important for organizations to retain talented and skilled employees to maintain their competitive advantage. This study examines the linkage between employees' perceptions of the interpersonal justice demonstrated by their leaders and consequent job burnout resulting in turnover intention by focusing on the mediating role of leader–member exchange (LMX) as well as the moderating role of employees' cognition‐based trust in their leaders. Data were obtained from 158 MBA students attending a large university in South Korea. Using structural equation modelling, we examined an integrative model that combines interpersonal justice, LMX, job burnout, and turnover intention. The results reveal that (a) LMX partially mediates the relationships between interpersonal justice and job burnout and (b) employees' cognition‐based trust in their leaders moderates the relationship between LMX and job burnout. By examining the mediating role of LMX as well as the moderating role of cognition‐based trust in the relationship between perceived interpersonal justice and employee job burnout, this study (1) provides a comprehensive explanation of employee job burnout and (2) outlines the implications for job burnout research and practice.