The interactive effect of leader-member exchange and communication frequency on performance ratings

The authors tested the hypothesis that communication frequency moderates the relationship between leader-member exchange (LMX) and job-performance ratings. In a study of 188 private sector workers, they found that LMX was more strongly related to job-performance ratings among individuals reporting frequent communication with the supervisor than among those reporting infrequent communication. At high levels of LMX, workers reporting frequent communication with the supervisor received more favorable job-performance ratings than did workers reporting infrequent communication. In contrast, at low levels of LMX, workers reporting frequent communication with the supervisor received less favorable job-performance ratings than workers reporting infrequent communication. The authors conducted a 2nd study of 153 public sector workers to provide a constructive replication and found similar results.     

Abusive supervision,leader-member exchange,and moral disengagement: A moderated-mediation model of organizational deviance

This paper draws from social exchange theory and social cognitive theory to explore moral disengagement as a potential mediator of the relationship between abusive supervision and organizational deviance. We also explore the moderating effect of leader-member exchange (LMX) on this mediated relationship. Results indicate that employees with abusive supervisors engaged in moral disengagement strategies and subsequently in organizational deviance behaviors. Additionally, this relationship was stronger for those higher in LMX. Important implications for management research and practice are discussed.     

Organizational Politics and Deviance: Exploring the Role of Political Skill

Building on social exchange theory, this study examines the relationship between perceptions of organizational politics and employee performance and interpersonal skills. We hypothesized that perceptions of organizational politics create an imbalance in the exchange relationship between employee and organization, which leads to organizational deviance. We also hypothesized that supervisors may attempt to rebalance the exchange relationship by providing lower performance and interpersonal skills ratings. Finally, we suggest that politically skilled employees avoid an increase in negative ratings. The present study demonstrates that perceptions of organizational politics may lead to negative employee behaviors and reduced supervisors’ ratings in an effort to rebalance the exchange relationship. In addition, politically skilled employees may avoid increased negative ratings when politics perceptions are high.     

Too much of a good thing: the curvilinear effect of leader-member exchange on stress

Organizational researchers have given considerable attention to the construct of leader-member exchange (LMX). Numerous studies have empirically supported the negative correlations between LMX relationships and unwanted individual outcomes, including stress. However, in the present study, the authors investigated whether the relationship is best represented as linear or curvilinear. The authors tested their research hypothesis in two organizational samples of 120 and 402 employees, respectively, and found support for the nonlinear relationship in both samples. The authors described strengths, limitations, practical implications, and directions for future research.     

Flexing Work Boundaries: The Spillover and Crossover of Workplace Support

Using boundary theory and conservation of resources theory, we examined how job incumbents’ perceptions of supervisor instrumental support and organizational segmentation support influence outcomes for both the incumbent and the spouse. First, we examined how supervisor instrumental support and organizational segmentation support shape incumbents’ perceived ability to flex work boundaries and thus affect their experience of family functioning and their organizational commitment. Second, we examine the effects of supervisor instrumental support and organizational segmentation support on spousal martial satisfaction and the spouse's commitment to the incumbent's employing organization as mediated through boundary flexibility and the spouse's perception of successful boundary management by the incumbent. Using a matched set of 503 subordinates and their spouses, this study found that both supervisor instrumental support and organizational segmentation support contribute to work boundary flexibility. Further, for the incumbent, family functioning and organizational commitment were enhanced through work boundary flexibility, whereas for the spouse, marital satisfaction and commitment to the incumbent's organization were enhanced through both incumbent work boundary flexibility and the spouse's perception of successful boundary management by the incumbent. We discuss the study's implications for theory, research, and practice while suggesting new research directions.     

But I Still Feel Guilt: A Test of a Moral Disengagement Propensity Model

ABSTRACT

We explored the impact of moral disengagement on individual experiences of guilt. We modeled three forms of workplace deviance (withdrawal, interpersonal deviance, and work-family deviance) as mediators between the propensity to morally disengage and guilt, and also includes the moderating effects of perceived work hours culture. Data were collected from 226 employees matched with a colleague and spouse. Results demonstrated that moral disengagement released individuals who engaged in interpersonal and work-family deviance from subsequent feelings of guilt, but only reduced feelings of guilt for those who withdrew. We also found an interactive effect of perceived work hours culture on the relationships between moral disengagement propensity and all three forms of deviance. The indirect effect from moral disengagement propensity to guilt through withdrawal was stronger when perceived work hours was high.     

Situational and dispositional factors as antecedents of ingratiatory behaviors in organizational settings

This study examined both situational and dispositional antecedents of four ingratiatory behaviors: other-enhancing, opinion conformity, favor rendering, and self-promotion. The two situational variables (i.e., role ambiguity and leader-member exchange) and the four dispositional variables (i.e., self-esteem, need for power, job involvement, and shyness) were considered as antecedents to each of the ingratiatory behaviors. Results from a sample of 136 full-time employees suggested that each of the ingratiatory behaviors had a unique set of antecedents and that the dispositional variables explained significant additional variance beyond the variance explained by the situational variables.     

The Influence of Applicant and Interviewer Characteristics on the Use of Impression Management1

This study investigated the relationship between characteristics of applicants and interviewers, and type and amount of impression management (IM) used by applicants in the employment interview. Specifically, applicant self-monitoring, self-esteem, locus of control, age, and training, and interviewer communication apprehension, interpersonal communication skill, age, and experience all were expected to influence the type and amount of IM behavior exhibited by applicants in the employment interview. Data from 64 field interviews confirmed that characteristics of the interviewer and, to a lesser extent, characteristics of the applicants were related to the use of IM tactics by applicants.     

ABCs of the Interview: The Role of Affective,Behavioral, and Cognitive Responses by Applicants in the Employment Interview

The purpose of this paper is to examine the influence of a job applicant's verbal statements on interviewer ratings of an applicant's interpersonal characteristics. Applicant verbal statements were coded as containing affective, behavioral, and cognitive components. Verbal statements were analyzed using regression analysis and findings indicated that behavioral and cognitive speech components significantly impacted interviewer ratings of an applicant's self-confidence. In turn, interpersonal characteristics of enthusiasm, self-confidence and effectiveness had a significant influence on an interviewer's rating of an applicant's overall quality and the ultimate hiring decision.     

Perceptions of organizational politics as a moderator of the relationship between conscientiousness and job performance

Meta-analytic studies of the relationships between the five-factor model of personality constructs and job performance indicate that conscientiousness has been the most consistent predictor. Recent research has sought to identify situational factors that may explain additional variance beyond what has been reported by simple bivariate relationships. The authors hypothesized that perceptions of organizational politics would moderate the relationship between conscientiousness and job performance. Data collected from 234 male and 579 female workers in 4 organizations indicated that conscientiousness was related to job performance among workers perceiving average to high levels of organizational politics but unrelated to performance among workers perceiving low levels of organizational politics. Moreover, perceptions of organizational politics were negatively related to job performance only among workers of average to low levels of conscientiousness.