LMX and subordinate performance: The moderating effects of task characteristics

    Authors

    K. J. Dunegan; M. Uhl-Bien;D. Duchon

    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

    WOS:000177936300008

    ISSN

    0889-3268

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