My LMX standing with my leader as compared to my coworkers: conditional indirect effect of LMX social comparison

被引:9
作者
Afshan, Gul [1 ]
Serrano-Archimi, Carolina [2 ]
Akram, Zubair [3 ]
机构
[1] Sukkur IBA Univ, Sukkur, Pakistan
[2] Aix Marseille Univ, IAE, CERGAM EA 4225, Aix En Provence, France
[3] Zhejiang Gongshang Univ, Hangzhou Coll Commerce, Hangzhou, Peoples R China
关键词
Relative LMX; LMXSC; Relational identification with the leader; In-role performance; OCB-individual; Cynicism; MEMBER EXCHANGE LMX; ORGANIZATIONAL CITIZENSHIP BEHAVIOR; MODERATING ROLE; RELATIONAL IDENTIFICATION; MEDIATING ROLE; DIFFERENTIATION; SELF; PERFORMANCE; IDENTITY; CYNICISM;
D O I
10.1108/LODJ-08-2020-0371
中图分类号
C93 [管理学];
学科分类号
12 ; 1201 ; 1202 ; 120202 ;
摘要
Purpose The paper examines the effect of relative leader-member exchange (LMX) on follower's in-role performance, citizenship behaviour and cynicism via relational identification. Moreover, LMXSC (LMXSC) moderates the direct and mediating relationship. Design/methodology/approach Based on multi-level (individual and group level) model, dyadic data were collected from 298 employees working under 47 group managers in the banking sector in Pakistan. Findings The multi-level moderated mediation model tested in Mplus and HLM software showed the full support for direct, mediating and moderating hypothesized relationships; however, the moderated mediation hypothesis was partially supported. It reveals that relative LMX standing of followers predicted in-role performance, organizational citizenship behaviour at an individual level (OCB-individual) and cynicism. Relational identification with the leader mediated the relationship. Moreover, at high LMXSC, the relationship between relative LMX and relational identification and consequently the outcomes were stronger. Originality/value LMX has widely been studied at dyadic level, despite the suggested high and low LMX quality relationships that exist in a workgroup. This study not only investigates the role of relative LMX on employee performance through relational identification but also reports that subjective evaluation of LMXSC plays a major role in promoting employee performance.
引用
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页码:238 / 260
页数:23
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