Title
LMX and subordinate performance: The moderating effects of task characteristics
Abbreviated Journal Title
J. Bus. Psychol.
Keywords
leader-member exchange; task characteristics; subordinate performance; LEADER-MEMBER EXCHANGE; DYAD LINKAGE MODEL; ROLE-CONFLICT; SATISFACTION; SUBSTITUTES; ORGANIZATIONS; COMMITMENT; AMBIGUITY; VARIABLES; QUALITY; Business; Psychology, Applied
Abstract
Role conflict, role ambiguity, and intrinsic task satisfaction are found to moderate the relationship between leader-member exchange (LMX) and subordinate performance. Data from a field study of 146 supervisor-subordinate dyads indicate low conflict, high ambiguity, and high intrinsic satisfaction enhance the link between LMX and performance. Neutralizing effects are found when ambiguity and intrinsic satisfaction are low. High conflict appears to have a constraining effect, whereby the connection between LMX and performance is reduced but not neutralized. Results from the study call attention to the theoretical and practical benefits of examining the LMX/performance link from a contingency perspective, and offer a viable, albeit tentative, explanation for inconsistent findings reported in earlier studies.
Journal Title
Journal of Business and Psychology
Volume
17
Issue/Number
2
Publication Date
1-1-2002
Document Type
Article
Language
English
First Page
275
Last Page
285
WOS Identifier
ISSN
0889-3268
Recommended Citation
"LMX and subordinate performance: The moderating effects of task characteristics" (2002). Faculty Bibliography 2000s. 3170.
https://stars.library.ucf.edu/facultybib2000/3170