Leader-Member Exchange, Objective Performance, Employment Duration, and Supervisor Ratings: Testing for Moderation and Mediation

As part of a constructive replication of research by Duarte et al. (1993, 1994), objective performance measures, supervisor ratings, duration of employment, and leader-member exchange (LMX) scores were analyzed for 45 bank tellers and 12 bank branch managers. Hierarchical regression tests of LMX as a moderator of the relationship between objective performance measures and supervisor ratings failed to replicate the previously reported interaction among these variables. Further tests of LMX as a mediator of the relationship between objective performance measures and supervisor ratings also failed to support a hypothesized role for LMX in the appraisal process. Additionally, regression analyses did not reaffirm a prior report of short-run and long-run employment duration interacting with LMX in influencing the relationship between objective performance measures and supervisor ratings. Instead, increases in employment duration were found to be associated with more favorable supervisor ratings and superior objective performance. The need for additional replications and construct refinement is highlighted.     

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.     

Leader-Member Exchange and Employee Creativity: Test of a Multilevel Moderated Mediation Model

Using multisource data, this article examined the relationship of two types of employee perceptions of overall fairness (i.e., fairness of the organization and fairness of the department), with supervisor ratings of in-role task performance and organizational citizenship behaviors (OCB). We also examined whether high-quality leader-member exchange (LMX) relationships compensate for negative effects of fairness on job performance and citizenship behaviors. Focusing on a sample of 154 health care workers, we found that only employee perceptions of overall fairness regarding the department were related to supervisory ratings of OCB and in-role task performance. Moreover, LMX moderated the relationships between fairness perceptions and (a) task performance, (b) organization-focused OCB, but not (c) individual-focused OCB. We discuss implications for research and the potential for reducing negative effects of low fairness perceptions on job performance through positive LMX.     

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.     

Can a manager have a life and a career? International and multisource perspectives on work-life balance and career advancement potential

The present study was the first cross-national examination of whether managers who were perceived to be high in work-life balance were expected to be more or less likely to advance in their careers than were less balanced, more work-focused managers. Using self ratings, peer ratings, and supervisor ratings of 9,627 managers in 33 countries, the authors examined within-source and multisource relationships with multilevel analyses. The authors generally found that managers who were rated higher in work-life balance were rated higher in career advancement potential than were managers who were rated lower in work-life balance. However, national gender egalitarianism, measured with Project GLOBE scores, moderated relationships based on supervisor and self ratings, with stronger positive relationships in low egalitarian cultures. The authors also found 3-way interactions of work-life balance ratings, ratee gender, and gender egalitarianism in multisource analyses in which self balance ratings predicted supervisor and peer ratings of advancement potential. Work-life balance ratings were positively related to advancement potential ratings for women in high egalitarian cultures and men in low gender egalitarian cultures, but relationships were nonsignificant for men in high egalitarian cultures and women in low egalitarian cultures.     

Worker estimation of ability requirements of their jobs

A modified version of the Minnesota Job Requirements Questionnaire (MJRQ), representing the GATB aptitudes, was used by workers in 11 selected jobs to rate the ability requirements of their jobs. Worker MJRQ ratings were compared with supervisor MJRQ ratings. Modified Occupational Ability Patterns (OAPs) derived from worker ratings were compared with OAPs based on supervisor ratings, OAPs from expert ratings in the DOT, and OAPs from the empirical GATB approach. Reliability of worker MJRQ ratings was comparable to that of supervisor ratings. Comparisons of mean ratings and variability of ratings of workers in a job category with workers in other jobs, and with supervisors rating the same job, showed construct validity for worker MJRQ ratings, as did intercorrelations of the worker ratings. OAPs derived from worker MJRQ ratings compared favorably with OAPs derived from supervisor MJRQ ratings, from the DOT, and from the GATB. Differences among workers on variables such as satisfaction, age and tenure did not significantly affect their MJRQ ratings. Implications of the worker MJRQ ratings are discussed.     

Dispositional and Situational Moderators of the Relationship Between Leader–Member Exchange and Work Tension

This paper examines the relationship between leader–member exchange (LMX) and experienced work tension. The dispositional moderators of positive affectivity (PA) and negative affectivity (NA) and the situational moderator of frequency of interaction with the supervisor are included. We tested these relationships in a sample of 537 employees from various organizations. Specifically, we found that high NA coupled with high LMX produced the highest levels of work tension. Additionally, low frequency of interaction with the supervisor coupled with high LMX produced the highest levels of work tension. Finally, we found that the lowest levels of work tension were reported when individuals had high PA, high LMX, and high frequency of interaction with their supervisors.     

Support from the top: supervisors' perceived organizational support as a moderator of leader-member exchange to satisfaction and performance relationships

The authors hypothesized that supervisors' perceived organizational support (POS) would moderate the relationships between leader-member exchange (LMX), job satisfaction, and job performance. On the basis of social exchange theory, supervisors' exchanges with the organization and subordinates should be interconnected. The authors expected that supervisors with high POS would have more resources to exchange with subordinates. Thus, supervisor POS should enhance the relationships between LMX and job satisfaction and LMX and job performance for subordinates. Hierarchical linear modeling analysis provided support for the hypotheses in a sample of 210 subordinates and 38 supervisors of a grocery store chain. The positive relationship between LMX and job satisfaction was stronger when supervisors had high POS. Moreover, LMX was related to performance only when supervisors had high POS.     

The implications of perceived leader favouritism in the context of leader-member exchange relationships

Leader-member exchange (LMX) theory suggests that supervisors have relatively high-quality exchange relationships with some employees and relatively low-quality relationships with others. Prior investigations indicate that employees who have high-quality LMX relationships with their supervisors benefit in terms of more positive work attitudes and higher performance than those who do not. However, when employees feel like their supervisors are favouring some employees over others, it is likely to undermine the positive effects of LMX (even among employees who have high-quality exchanges with their supervisor). Using data from 305 employees and their coworkers, we found that the positive effects of LMX (regarding organizational citizenship behaviour, withdrawal behaviour, and relative deprivation regarding one’s career) were weakened by perceived leader favouritism. Implications and directions for future research are discussed.     

The moderating influence of job performance dimensions on convergence of supervisory and peer ratings of job performance: unconfounding construct-level convergence and rating difficulty

Meta-analysis was used to cumulate the correlations between supervisor and peer ratings for different dimensions of job performance. The general pattern in the data suggested that raters from the same organizational level disagree as much as raters from different levels. Methods were used to separate the effects of rating difficulty and lack of construct-level convergence on the correlation between supervisor and peer ratings. The authors found complete construct-level convergence for ratings of overall job performance, productivity, effort, job knowledge, quality, and leadership but not for ratings of administrative competence, interpersonal competence, and compliance or acceptance of authority. Higher rating difficulty was more strongly associated with lower mean observed peer-supervisor correlations than were construct-level disagreements between peers and supervisors. Implications for research and practice are discussed.     

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.     

Applicant Age as a Subjective Employability Factor: A Study of Workers Over and Under Age Fifty

Three hundred employers in a suburban area of the Pacific Northwest were surveyed by mail. Ninety-eight (i.e., 33%) responded with their perceptions of older (ages 50 and over) and younger (aged 49 and under) workers on 12 attributes. In contrast to previous research, this study found more favorable ratings for older workers overall, including such categories as attendance and salary expectations. Younger workers were rated more favorably on the attributes computer skills, energy levels, flexibility, and learning ability. An in-group bias was found for ratings of older workers by older employers.     

The impact of political skill on impression management effectiveness

In this study, the authors investigated the effect of an individual's political skill on the relationships between 5 different impression management tactics (intimidation, exemplification, ingratiation, self-promotion, and supplication) and supervisor evaluations of performance. To test these relationships, the authors used a matched sample of 173 supervisor-subordinate dyads who worked full time in a state agency. Findings showed that individuals who used high levels of any of the tactics and who were politically skilled achieved more desirable supervisor ratings than did those who used the tactics but were not politically skilled. Opposite results were found when impression management usage was low. That is, individuals who were not politically skilled created a more desirable image in their supervisors' eyes than did their politically skilled counterparts when they did not use these tactics. Practical and research implications for the findings as well as directions for future research are offered.     

MODESTY BIAS IN SELF-RATINGS OF PERFORMANCE: A TEST OF THE CULTURAL RELATIVITY HYPOTHESIS

Although self-ratings of performance are usually higher than ratings obtained from supervisors, Farh, Dobbins, and Cheng (1991) found that Taiwanese workers exhibited modesty bias (i.e., self-ratings that were lower than supervisory ratings). They explained their findings in terms of broad cultural differences between Taiwanese and Western workers. To test this cultural relativity hypothesis, we replicated their study using data from several organizations in mainland China. As is typically found in Western research, Chinese workers showed leniency in self-ratings (i.e., self-ratings that were higher than supervisor or peer ratings), which suggests that broad cultural factors do not explain the modesty bias reported by Farh et al.     

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.     

How Task Characteristics and Social Support Relate to Managerial Learning: Empirical Evidence From Dutch Home Care

Researchers have revealed that managers profit most from informal and on-the-job learning. Moreover, research has shown that task characteristics and social support affect informal learning. On the basis of these insights, the authors examined the effects of task characteristics (psychological job demands, job control) and social support from the supervisor and colleagues on informal on-the-job learning among 1,588 managers in the Dutch home-care sector. A regression analysis revealed that high demands, high control, and high colleague and supervisor support were each associated with high levels of informal learning. The authors found no evidence for statistical interactions among the effects of these concepts. They concluded that to promote managers' informal workplace learning, employers should especially increase job control.     

PSYCHOMETRIC PROPERTIES OF SUBORDINATE RATINGS OF MANAGERIAL PERFORMANCE

The purpose of the present study was to compare the psychometric properties of subordinate ratings of managerial performance to those of supervisor and self ratings. Subordinate ratings (n = 365), self-ratings (n = 80) and supervisor ratings ( n = 80) were obtained on eight performance dimensions for middle level managers in a multinational corporation. Multitrait-multimethod analysis of variance indicated significant effects for convergent validity, halo error, and discriminant validity. Comparisons between rating sources indicated that subordinate ratings are more similar to supervisor ratings than to self ratings in terms of convergent validity and leniency effect. A comparison of the present results to other studies indicated less convergent validity, more discriminant validity, and less halo error than found by others.     

Investigating Leader Role Congruity and Counterproductive Work Behavior

The present study sought to examine the role of fulfilled vs. unfulfilled expectations in work-related and non-work domains. Specifically, we examined how congruence and incongruence between implicit leadership theories across multiple categories of leaders (typical, ideal, and effective leaders) and characteristics recognized on one’s supervisor affect leader-member exchange (LMX), work-family conflict, and subsequent counter-productive work behavior. We tested our hypotheses using polynomial regression and response surface modeling. The results of this study showed that congruence between implicit leadership theories (ILT’s) of typical, ideal, and effective leaders and supervisor recognition, as well as incongruity between ILT’s of ideal leaders and characteristics recognized in one’s supervisor, significantly impacts perceived LMX quality with supervisors. Incongruity between ILT’s of typical and ideal leaders and supervisor recognition was also associated with higher ratings of work-family conflict (WFC). Finally, the results showed support for a significant indirect effect of congruence between ILTs of typical and ideal leaders and characteristics recognized in one’s supervisor on CWB through WFC. These results add meaningful depth to literature on congruent implicit theories in two ways: (a) we add to existing knowledge of outcomes associated with congruence on ILT’s, and, (b) we examine these associations using ILT’s across multiple categories of leaders. Implications are also discussed.     

Learning at the workplace and sustainable employability: a multi-source model moderated by age

This study, among 330 pairs of employees and their supervisors, tested whether self- versus supervisor ratings of five employability dimensions (occupational expertise, corporate sense, personal flexibility, anticipation and optimization, and balance) are associated with different learning characteristics in the workplace, and whether age moderates these relationships. Results of structural equation modelling showed that the learning value of the job positively related to both self- and supervisor ratings of corporate sense, personal flexibility, and anticipation and optimization. Applicability in the job of recently followed training and development programmes was associated with all dimensions of self-rated employability and with supervisor ratings of anticipation and optimization. Regarding the hypothesized age moderation effects, contrary to our expectations, it was found that both learning value and applicability of training and development related more strongly to self-rated anticipation and optimization for younger workers. In addition, age appeared to moderate the otherwise non-significant relationship between learning value and self-rated occupational expertise. Implications for Human Resource Development (HRD) practices are discussed. As learning characteristics are differentially related to the unique employability dimensions, tailor-made development programmes are key. Moreover, it is advocated that having a job with a high learning value is an important factor in the light of the employee’s sustainable employability.     

Loving yourself abundantly: relationship of the narcissistic personality to self- and other perceptions of workplace deviance, leadership, and task and contextual performance

The authors report results from 2 studies assessing the extent to which narcissism is related to self- and other ratings of leadership, workplace deviance, and task and contextual performance. Study 1 results revealed that narcissism was related to enhanced self-ratings of leadership, even when controlling for the Big Five traits. Study 2 results also revealed that narcissism was related to enhanced leadership self-perceptions; indeed, whereas narcissism was significantly positively correlated with self-ratings of leadership, it was significantly negatively related to other ratings of leadership. Study 2 also revealed that narcissism was related to more favorable self-ratings of workplace deviance and contextual performance compared to other (supervisor) ratings. Finally, as hypothesized, narcissism was more strongly negatively related to contextual performance than to task performance.