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. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Support from the top: Supervisors' perceived organizational support as a moderator of leader-member exchange to satisfaction and performance relationships.

The authors hypothesized that supervisors' perceived organizational support (POS) would moderate the relationships between leader-member exchange (LMX), job satisfaction, and job performance. On the basis of social exchange theory, supervisors' exchanges with the organization and subordinates should be interconnected. The authors expected that supervisors with high POS would have more resources to exchange with subordinates. Thus, supervisor POS should enhance the relationships between LMX and job satisfaction and LMX and job performance for subordinates. Hierarchical linear modeling analysis provided support for the hypotheses in a sample of 210 subordinates and 38 supervisors of a grocery store chain. The positive relationship between LMX and job satisfaction was stronger when supervisors had high POS. Moreover, LMX was related to performance only when supervisors had high POS. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Coworker exchange: Relationships between coworkers, leader-member exchange, and work attitudes.

The study of leadership exchanges is extended by studying both leader-member exchanges (LMXs) and, coworker exchanges (CWXs). Data from 110 coworker dyads were used to examine relationships between LMXs and CWXs and between exchange relationships and work attitudes. As predicted, the interaction between 2 coworkers' LMX scores predicted CWX quality for the coworker dyad. Also, after controlling for LMX, greater diversity in a worker's CWX relationships was negatively related to his or her organizational commitment but not job satisfaction. The quality of a worker's CWX relationships, however, did not moderate the relationship between CWX diversity and work attitudes. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Coping with work-family conflict: A leader-member exchange perspective.

Leader-member exchange (LMX) theory is applied as a framework for understanding coping with work-family conflict. The effectiveness of four work-family coping strategies (i.e., preventive and episodic forms of both problem-focused and emotion-focused coping) is considered with emphasis on how the LMX relationship contributes to each form of coping with work interference with family. The LMX-based model of work-family coping accounts for the development of family-friendly work roles, use of organizational family-friendly policies, and the negotiation of flextime and flexplace accommodations. Constraints on the relationship between LMX and work-family coping associated with supervisor authority and resources and aspects of the organizational context are also discussed. Research and applied implications of the model are offered. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Employee resistance to organizational change: Managerial influence tactics and leader-member exchange.

The authors explored the relationship between managerial influence tactics and employee resistance to organizational change. Using attribution theory, the authors developed a series of hypotheses concerning the effects of influence tactics on employee resistance to change and the ways in which these relationships are moderated by leader-member exchange. Results, which are based on multisource data, suggest that employee resistance reflects both the type of influence a manager uses and the strength of leader-member exchange. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Establishing the next generation at work: Leader generativity as a moderator of the relationships between leader age, leader-member exchange, and leadership success.

In this study, the authors investigated leader generativity as a moderator of the relationships between leader age, leader-member exchange, and three criteria of leadership success (follower perceptions of leader effectiveness, follower satisfaction with leader, and follower extra effort). Data came from 128 university professors paired with one research assistant each. Results showed positive relationships between leader age and leader generativity, and negative relationships between leader age and follower perceptions of leader effectiveness and follower extra effort. Consistent with expectations based on leadership categorization theory, leader generativity moderated the relationships between leader age and all three criteria of leadership success, such that leaders high in generativity were better able to maintain high levels of leadership success at higher ages than leaders low in generativity. Finally, results of mediated moderation analyses showed that leader-member exchange quality mediated these moderating effects. The findings suggest that, in combination, leader age and the age-related construct of generativity importantly influence leadership processes and outcomes. (PsycINFO Database Record (c) 2011 APA, all rights reserved)     

A longitudinal study of the moderating role of extraversion: Leader-member exchange, performance, and turnover during new executive development.

Identifying factors that help or hinder new executives in "getting up to speed" quickly and remaining with an organization is vital to maximizing the effectiveness of executive development. The current study extends past research by examining extraversion as a moderator of relationships between leader-member exchange (LMX) and performance, turnover intentions, and actual turnover for an executive sample. The sample consisted of 116 new executives who were surveyed prior to starting their employment and at 3 months postentry. A total of 67 senior executives rated these new executives in terms of overall performance at 6 months postentry. Turnover data were gathered from company records 3 1/2 years later. Hierarchical regression results showed that LMX was not related to performance or turnover intentions for those high in extraversion; but for individuals low in extraversion, there was a relation between LMX, performance, and turnover intentions. Furthermore, survival analyses showed that LMX was only related to turnover-hazard rate for individuals low in extraversion. (PsycINFO Database Record (c) 2011 APA, all rights reserved)     

Leader-member exchange and member performance: A new look at individual-level negative feedback-seeking behavior and team-level empowerment climate.

From a basis in social exchange theory, the authors investigated whether, and how, negative feedbackseeking behavior and a team empowerment climate affect the relationship between leader-member exchange (LMX) and member performance. Results showed that subordinates' negative feedbackseeking behavior mediated the relationship between LMX and both objective and subjective in-role performance. In addition, the level of a team's empowerment climate was positively related to subordinates' own sense of empowerment, which in turn negatively moderated the effects of LMX on negative feedback-seeking behavior. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Dissociating cue-related and task-related processes in task inhibition: Evidence from using a 2:1 cue-to-task mapping.

Performance of task sequences is assumed to rely on activation and inhibition of tasks. An empirical marker of task inhibition is the so-called n - 2 repetition cost, which is assessed by comparing performance in trial n - 2 task repetitions (i.e., ABA) with that in n - 2 task switches (i.e., CBA). Current theoretical accounts assume that inhibition acts on the level of task representations (i.e., task sets). However, another potential target of task inhibition could be the representation of the task cue. To decide between these two alternatives, the authors used a 2:1 cue-to-task mapping design. They found significant n - 2 task repetition costs both with n - 2 cue repetitions and n - 2 cue switches. These costs were about equal (Experiment 1), and this data pattern was found for both short and long cuing intervals (Experiment 2). Together, the data suggest that task inhibition acts on task sets and not on cue representations. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Autonomy and job satisfaction in task-oriented groups.

Ss were placed in apparent 3-person communication structures in which written notes were used to create illusions of centrality (or peripherality) and of autonomy (or dependence). A simple task was given requiring coordination of the Ss' activities. Results indicate that "positional autonomy is a major determinant of job satisfaction in task-oriented groups." The relationship between autonomy and job satisfaction seems to be mediated by satisfaction of a need for autonomy. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Neuroticism and locus of control as moderators of the relationships of charismatic and autocratic leadership with burnout.

This study examined the moderating role of personality traits in the relationship between leader behavior and burnout. In two samples, employees (N = 91; N = 190) filled out the Maslach Burnout Inventory—General Survey and rated their leader’s autocratic and charismatic leader behavior and their own neuroticism and internal work locus of control. As expected, neuroticism and internal work locus of control moderated the relationship between leader behavior and burnout. Charisma was associated with lower burnout, particularly for individuals low on internal locus. The relationship between autocratic leadership and burnout was positive for neurotic individuals, whereas for emotionally stable individuals this relationship weakened. These results were consistent across two independent samples: one with individual employee ratings of manager’s leadership styles and the other with aggregate ratings of manager’s leadership styles among employees in diverse organizations. Thus, although charismatic and autocratic leader behavior may respectively act to hinder or enhance overload and stress, the relationship between these leadership styles and burnout differs for followers with different traits. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Leader--member exchange, differentiation, and psychological contract fulfillment: A multilevel examination.

Prior integrations of the leader-member exchange (LMX) and psychological contract literatures have not clarified how within-group LMX differentiation influences employees' attitudes and behaviors in the employment relationship. Therefore, using a sample of 278 members and managers of 31 intact work groups at 4 manufacturing plants, the authors examined how LMX operating at the within-group level (relative LMX, or RLMX) and the group level influenced perceptions of psychological contract fulfillment and employee-level outcomes. Controlling for individual-level perceptions of LMX quality, results indicated a positive relationship between RLMX and fulfillment, which was strengthened as group-level variability in LMX quality increased. Perceptions of fulfillment mediated the relationship between RLMX and performance and sportsmanship behaviors. The importance of conceptualizing LMX as simultaneously operating at multiple levels is highlighted. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Autonomy and workload among temporary workers: Their effects on job satisfaction, organizational commitment, life satisfaction, and self-rated performance.

This study investigates the role of autonomy and workload in explaining responses of temporary employees (N=189) compared with permanent employees (N=371) on job satisfaction, organizational commitment, life satisfaction, and performance. Results based on regression analyses suggest that the effects of contract type are not mediated by autonomy or by workload. Rather, this study partially supports hypotheses on the differential reactions of temporaries and permanents to autonomy or workload; autonomy was not predictive for temporaries' job satisfaction and organizational commitment, and workload was not predictive for temporaries' life satisfaction, whereas they were predictive for permanents' responses. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

The role of fair treatment and rewards in perceptions of organizational support and leader-member exchange.

This study examined a model of the antecedents and consequences of perceived organizational support (POS) and leader-member exchange (LMX). It was predicted that organizational justice (procedural and distributive justice) and organizational practices that provide recognition to the employee (feelings of inclusion and recognition from upper management) would influence POS. For LMX, it was predicted that leader reward (distributive justice and contingent rewards) and punishment behavior would be important antecedents. Results based on a sample of 211 employee-supervisor dyads indicated that organizational justice, inclusion, and recognition were related to POS and contingent rewards were related to LMX. In terms of consequences, POS was related to employee commitment and organizational citizenship behavior, whereas LMX predicted performance ratings. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

A meta-analytic examination of work and general locus of control.

The current meta-analysis examined the hypothesized consequences of work and general locus of control. As expected, work locus of control generally yielded stronger relationships with work-related criteria (e.g., job satisfaction, affective commitment, and burnout) than general locus of control. We also found some evidence that general locus of control yielded relatively stronger relationships with general criteria (e.g., life satisfaction, affective commitment, and burnout). Regression analysis found several unique effects for both work and general locus of control. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

In the shadow of the boss's boss: Effects of supervisors' upward exchange relationships on employees.

Dyadic relationships in an organizational hierarchy are often nested within one another. For instance, the relationship between a supervisor and an employee is nested within the relationship between that supervisor and his or her boss. In that context, the authors propose that the supervisor's relationship with his or her boss (leader-leader exchange) moderates the effects of the supervisor's relationship with the employee (leader-member exchange). Specifically, the authors argue that leader-member exchange has a stronger positive effect on employees' attitudes toward the organization and its customers when leader-leader exchange is higher. Cross-level analysis of data from 581 frontline nurses and 29 supervisors in a midwestern hospital supports this contention. Implications for research and practice are discussed. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

The relationship of task success to task liking and satisfaction.

4 laboratory experiments are reported which examine the relationship between degree of task success and degree of liking for and satisfaction with the task. A number of different tasks, measures, and situations were used. In all cases there was clear evidence for a significant (positive) linear relationship between success and measures of liking and satisfaction. The major reasons given for liking a task involved attributes of the individual's performance (e.g., improvement); reasons given for not liking a task most often involved attributes other than individual performance (e.g., the monotony of the task). (18 ref.) (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

The effects of divided attention on encoding processes in memory: Mapping the locus of interference.

Despite the detrimental effects of divided attention at encoding on later memory performance, results described in the literature do not unequivocally specify which processes are interrupted during encoding by participants' occupation with a concurrent task. Using a processing analysis framework where the encoding process is viewed as a multiphase mental activity, the current research investigated this issue using a new differential temporal interference paradigm where the study phase of single words was interrupted at different temporal segments. In two experiments, we used performance on both memory and online choice reaction time tasks to assess whether such differential interference would produce different degrees of reduction in participants' later memory performance, as well as changes in the attentional resources required to execute each of the encoding phases. Measures of memory and concurrent task performance in the two experiments converged on similar patterns, showing that all phases of encoding are affected by the concurrent task. However, the initial encoding phase, which is tentatively associated with the initial registration of information, seems especially vulnerable to interference. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Climate as a moderator of the relationship between leader-member exchange and content specific citizenship: Safety climate as an exemplar.

The present study integrates role theory, social exchange, organizational citizenship, and climate research to suggest that employees will reciprocate implied obligations of leadership-based social exchange (e.g., leader-member exchange [LMX]) by expanding their role and behaving in ways consistent with contextual behavioral expectations (e.g., work group climate). Using safety climate as an exemplar, the authors found that the relationship between LMX and subordinate safety citizenship role definitions was moderated by safety climate. In summary, high-quality LMX relationships resulted in expanded safety citizenship role definitions when there was a positive safety climate and there was no such expansion under less positive safety climates. The authors also found that safety citizenship role definitions were significantly related to safety citizenship behavior. Implications for both social exchange theory and safety research are discussed. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Interrelations and moderators of longitudinal links between marital satisfaction and depressive symptoms among couples in established relationships.

Extending research based on newlywed couples, this study investigated longitudinal associations between marital satisfaction and depressive symptoms in a community sample of 296 couples in established relationships (M = 13.25 years, SD = 5.98) with children (M age = 11.05 years, SD = 2.31). Support was found for reciprocal relations between marital satisfaction and depressive symptoms in couples with established relationships. Further extending previous work, the study showed that relationship length and hostile marital conflict were significant moderators of these linkages. Husbands in longer term relationships were more vulnerable to depressive symptoms in the context of marital problems compared with husbands in shorter term relationships. At higher levels of marital conflict, the negative relationship between marital satisfaction and depressive symptoms was strengthened. Reflecting an unexpected finding, increased conflict buffered spouses from marital dissatisfaction in the context of depressive symptoms. (PsycINFO Database Record (c) 2010 APA, all rights reserved)