Subordinates’ core self-evaluations and performance predict leader-rated LMX

Subordinates’ core self-evaluations and performance predict leader-rated LMX PurposeThe purpose of this paper is to test the effects of subordinates’ individual differences or traits and their performance behavior on the formation of leaders’ LMX, based on leader-member exchange (LMX) theory, thus proposing that both who subordinates are and what they do may affect supervisors’ LMX perceptions.Design/methodology/approachTwo studies were conducted. The first was a non-experimental field study and the second was a laboratory experiment.FindingsStudy 1, a non-experimental field study, HLM, showed that subordinates’ self-reported characteristics predict their leaders’ LMX ratings; Study 2, a laboratory experiment, showed that subordinate performance causes leaders’ LMX perceptions while holding subordinate’s individual differences constant.Originality/valueThe current research was the first to demonstrate experimentally that LMX develops over multiple interactions. Additionally, it demonstrates that task-oriented behavior (i.e. job performance) and personality characteristics (i.e. internal locus of control and self-efficacy) are predictors of LMX. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Leadership & Organization Development Journal Emerald Publishing

Subordinates’ core self-evaluations and performance predict leader-rated LMX

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Publisher
Emerald Group Publishing Limited
Copyright
Copyright © Emerald Group Publishing Limited
ISSN
0143-7739
D.O.I.
10.1108/LODJ-06-2016-0162
Publisher site
See Article on Publisher Site

Abstract

PurposeThe purpose of this paper is to test the effects of subordinates’ individual differences or traits and their performance behavior on the formation of leaders’ LMX, based on leader-member exchange (LMX) theory, thus proposing that both who subordinates are and what they do may affect supervisors’ LMX perceptions.Design/methodology/approachTwo studies were conducted. The first was a non-experimental field study and the second was a laboratory experiment.FindingsStudy 1, a non-experimental field study, HLM, showed that subordinates’ self-reported characteristics predict their leaders’ LMX ratings; Study 2, a laboratory experiment, showed that subordinate performance causes leaders’ LMX perceptions while holding subordinate’s individual differences constant.Originality/valueThe current research was the first to demonstrate experimentally that LMX develops over multiple interactions. Additionally, it demonstrates that task-oriented behavior (i.e. job performance) and personality characteristics (i.e. internal locus of control and self-efficacy) are predictors of LMX.

Journal

Leadership & Organization Development JournalEmerald Publishing

Published: Mar 5, 2018

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