Leader-member exchange differentiation and team member performance

Leader-member exchange differentiation and team member performance PurposeThe purpose of this paper is to examine the relationship between leader-member exchange (LMX) differentiation and team members’ job performance. The conceptual model developed in this paper also investigates the moderating role of the perception of organisational politics (POP) in affecting the association between LMX differentiation and team members’ job performance.Design/methodology/approachThe authors collected data using a survey from 32 Chinese firms. The questionnaire included scales measuring LMX, POP, job performance, and demographic variables. The final sample consisted of 122 teams with 561 employees. The hypothesised relationships among variables were assessed using hierarchical linear modelling.FindingsThe results show that the higher the LMX differentiation, the lower the level of team members’ contextual performance. The authors also found that POP has a significant effect in positively moderating the relationships between LMX differentiation and team members’ contextual and task performances.Research limitations/implicationsThe conceptual model developed and verified in this paper provides essential insights for the research on LMX and job performance. Future studies are suggested to collect cross-national data to examine the conclusions of this study.Originality/valueThe association between LMX differentiation and team members’ job performance is moderated by the degree of POP. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png international Journal of Manpower Emerald Publishing

Leader-member exchange differentiation and team member performance

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Publisher
Emerald Publishing
Copyright
Copyright © Emerald Group Publishing Limited
ISSN
0143-7720
DOI
10.1108/IJM-11-2014-0221
Publisher site
See Article on Publisher Site

Abstract

PurposeThe purpose of this paper is to examine the relationship between leader-member exchange (LMX) differentiation and team members’ job performance. The conceptual model developed in this paper also investigates the moderating role of the perception of organisational politics (POP) in affecting the association between LMX differentiation and team members’ job performance.Design/methodology/approachThe authors collected data using a survey from 32 Chinese firms. The questionnaire included scales measuring LMX, POP, job performance, and demographic variables. The final sample consisted of 122 teams with 561 employees. The hypothesised relationships among variables were assessed using hierarchical linear modelling.FindingsThe results show that the higher the LMX differentiation, the lower the level of team members’ contextual performance. The authors also found that POP has a significant effect in positively moderating the relationships between LMX differentiation and team members’ contextual and task performances.Research limitations/implicationsThe conceptual model developed and verified in this paper provides essential insights for the research on LMX and job performance. Future studies are suggested to collect cross-national data to examine the conclusions of this study.Originality/valueThe association between LMX differentiation and team members’ job performance is moderated by the degree of POP.

Journal

international Journal of ManpowerEmerald Publishing

Published: Nov 7, 2016

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