Leader-Member Exchange (LMX) and Its Work Outcomes: The Moderating Role of Gender

This study examines the effect of leader-member exchange (LMX) on frontline employees' turnover intentions and their levels of organizational citizenship behavior (OCB) mediated by organizational justice in the New Zealand hospitality industry. Adopting cognitive learning theory, the study investigates whether gender moderates the relationships between LMX and its consequences among frontline workers. A self-administered survey that investigated the work relationship between hospitality workers and their immediate supervisor/manager, as well as its impact on various work outcomes, was completed by 118 frontline employees in hospitality businesses in New Zealand. The findings of the study indicate that organizational justice fully mediates between LMX and OCB, and that there is a significant moderating impact of gender on the relationships of LMX with organizational justice and OCB, and the organizational justice and OCB relationship. The implications of the findings for researchers and practitioners are discussed.