Supervisor behaviors,role stressors and uncertainty as predictors of personal outcomes for subordinates

Among employees of comparable organizations in the United States and New Zealand, role stressors (ambiguity and conflict), along with effort-to-performance uncertainty, performance-to-outcome uncertainty and doubt about acceptance by one's supervisor, generally predicted job satisfaction, psychological strain and turnover intentions. Path analyses of three alternative theoretical models highlighted the importance of job satisfaction as a mediator of the effects of role stressors and uncertainty on strain and turnover intentions. Role stressors contributed separately and via uncertainty to all three outcome measures, but subordinate perceptions of supervisor behaviors added little independent predictive power, once the role stressors and uncertainty were accounted for. These findings support the hypothesis that supervisors can influence the degree of role stress and uncertainty which their subordinates experience, which in turn may affect levels of satisfaction, strain and turnover intentions.     

What does team–member exchange bring to the party? A meta‐analytic review of team and leader social exchange

Both leader–member exchange (LMX) and team–member exchange (TMX) measure the quality of reciprocal exchange among employees in the workplace. Although LMX focuses on supervisor–subordinate relationships while TMX examines the relationships among team members, both have theory‐based and empirically proven relations with workplace outcomes such as job performance, organizational commitment, job satisfaction, and turnover intentions. However, it is not yet known which has more of an impact on such workplace outcomes—specifically, it is not clear if an employee's time is best spent developing vertical relationships among supervisors and subordinates (LMX) or on the horizontal relationships among team members (TMX). Accordingly, this meta‐analysis explores the incremental validity and relative importance of these two social exchange‐based constructs. The theoretical logic underlying LMX and TMX is clarified, and the parameter estimates between LMX, TMX, and work outcomes are reported. Results demonstrate that TMX shows incremental validity above and beyond LMX for some outcomes (organizational commitment and job satisfaction), but not others (job performance and turnover intentions). Also, LMX shows greater relative importance across all four outcomes. In sum, the clarification of the theoretical and empirical landscape lays a foundation for recommendations for future research. Copyright © 2013 John Wiley & Sons, Ltd.     

Navigating uneven terrain: The roles of political skill and LMX differentiation in prediction of work relationship quality and work outcomes

Drawing from social/political influence, leader–member exchange (LMX), and social comparison theories, the present two‐study investigation examines three levels of LMX differentiation (i.e., individual‐level, meso‐level, and group‐level LMX differentiation) and further tests a model of the joint effects of political skill and LMX differentiation on LMX, relative LMX, and employee work outcomes. In Study 1, we used data from 231 employees and found support for the interactive effect of political skill and individual perceptions of LMX differentiation on LMX quality. We also found partial support for the moderating role of individual‐level LMX differentiation on the indirect effects of political skill on self‐rated task performance and job satisfaction via LMX. In Study 2, we used data from 185 supervisor–subordinate dyads and examined both meso‐level and group‐level LMX differentiation via a multilevel moderated mediation model. Results supported the moderating role of group‐level LMX differentiation and group mean LMX on the indirect effects of political skill on supervisor‐rated task performance and contextual performance/citizenship behavior as well as job satisfaction via relative LMX. Overall, the results suggest that politically skilled employees reap the benefits of LMX differentiation, as they enjoy higher absolute LMX and relative (i.e., to their peers) LMX quality. Copyright © 2016 John Wiley & Sons, Ltd.     

The supervisor POS–LMX–subordinate POS chain: Moderation by reciprocation wariness and supervisor's organizational embodiment

We present three studies providing an increased understanding of the interdependence between perceived organizational support (POS) and leader–member exchange (LMX). Using employees from a social service agency and new hires from a variety of organizations, we report evidence for a relational chain leading from supervisors' perceptions of support by the organization (supervisor POS) to the formation of high‐quality LMX relationships with their subordinates (first link), who interpret high‐quality LMX as support from the organization (subordinate POS, second link) and, ultimately, repay the organization with increased dedication and effort (examined here in terms of reduced withdrawal behavior). The relationship between supervisor POS and LMX with subordinates was strongly moderated by supervisor fear of exploitation in exchange relationships (reciprocation wariness), holding only for supervisors with low reciprocation wariness. Consistent with the view that employees perceive the organization as partly responsible for treatment received from supervisors, LMX was found to be more strongly related to POS when employees highly identified their supervisors with the organization (supervisor's organizational embodiment), and this interaction extended to reduced withdrawal behavior. Copyright © 2013 John Wiley & Sons, Ltd.     

The influence of subordinate age on managerial actions: An attributional analysis

The present research examined the effects of employee age on managers attributions and actions toward subordinates. The major prediction was that managers attributions would mediate the effects of age on managerial actions. One-hundred and twenty-four undergraduate management students participated in a laboratory experiment in which subordinate age (30 versus 60 years) and performance (high versus low) were manipulated. A laboratory study was conducted so that subordinate credentials and performance levels could be controlled. Analyses indicated that poor performance by older subordinates was attributed more to stable factors than similar performance by younger subordinates. In addition, job simplification was rated as more appropriate and training was recommended as less appropriate for older subordinates. A series of hierarchical regression analyses indicated that the differences in managerial actions were a function of subjects' attributional patterns. Implications of the findings for practice and future research are discussed.     

The missing link? Implications of internal,external, and relational attribution combinations for leader–member exchange,relationship work,self‐work,and conflict

Attributions are causal explanations made by individuals in response to important, novel, and/or unexpected events. Numerous attribution theories have examined how people use information to make attributions and how attributions impact an individual's subsequent emotions and outcomes. However, this research has only recently considered the implications of dyadic‐level attributions (i.e., relational attributions), particularly in the context of leader–follower relationships in organizations. Therefore, the purpose of this theoretical paper is threefold. First, we integrate research on attributional biases into the research on relational attributions. Second, we integrate and extend attribution theory to consider the implications of convergent and divergent internal, external‐person, external‐situational, and relational attributions for leader–member exchange (LMX) quality, relationship work, self‐work, and conflict. Third, we make the implicit ranking of attribution combinations and the resultant levels of relationship work explicit. In doing so, we contribute to attribution theory and research by proposing how attribution combinations produce positive and negative outcomes that are both intrapersonal and interpersonal. Further, we contribute to the LMX literature by explicating how leader–follower attribution combinations influence relationship quality.     

Leader‐signaled knowledge hiding: Effects on employees' job attitudes and empowerment

The authors introduce the concept of leader‐signaled knowledge hiding (LSKH) and conduct two studies observing what happens when leaders signal employees that knowledge hiding (KH) is practiced, tolerated, and expected. Social learning theory provides the basis for predicting that LSKH encourages subordinates to hide knowledge, even though they suffer from negative job attitudes in reaction. In Study 1, data measured at two time points (N = 1,162) shows that LSKH positively predicts KH among subordinates. The KH dimensions of evasive hiding and playing dumb (but not rationalized hiding) negatively relate to job satisfaction and positively affect turnover intentions. Study 2 (N = 1,169) replicates these results with cross‐sectional data. Moreover, Study 2 demonstrates that evasive hiding and playing dumb negatively affect empowerment, whereas rationalized hiding has a positive effect. Both studies reveal that subordinates will show less KH when they work under leaders who avoid LSKH and in turn have more job satisfaction, feel more empowered, and harbor fewer turnover intentions. The results in this study provide important practical implications for knowledge management activities.     

Not seeing eye to eye: differences in supervisor and subordinate perceptions of and attributions for psychological contract breach

This study examines supervisor and subordinate perceptions of and attributions for psychological contract breach. The data suggest that supervisor and subordinate perceptions are most likely to differ on the extent to which the organization violated its obligations to provide fair pay, advancement opportunities, and a good employment relationship. In addition, the results indicate that the greater the degree of psychological contract breach reported by subordinates, the less committed they are to the organization and the lower their job performance (as rated by their supervisor). Moreover, when psychological contract breach is perceived, supervisors' and subordinates' attributions regarding the reasons for the breach are likely to differ. Specifically, the findings suggest that subordinates are more likely to attribute breach to the organization's intentional disregard for the commitments that it had made to the employee, while supervisors are more inclined to attribute breach to situations beyond the organization's direct control. Copyright © 2001 John Wiley & Sons, Ltd.     

Gender in the boss–subordinate relationship: a Nigerian study

The present study examines the interaction effect of gender of both subordinates and supervisors on subordinates' perception of differentiation of boss–subordinate relationship in an African setting. Data was collected from a total of 60 boss–subordinate dyads in four‐sex combinations obtained through a survey of a large five‐star hotel in Abuja, Nigeria. Results revealed that subordinates in opposite‐sex dyads perceived better quality of exchange than those in same‐sex dyads. The strongest quality of exchange was perceived in male boss–female subordinate dyad, while the weakest was perceived in female boss–female subordinate dyad. This emphasizes the importance of gender in the differentiation of boss–subordinate relationships in an African setting. Copyright © 2004 John Wiley & Sons, Ltd.     

Leader–member exchange: Moderating the health and safety outcomes of job insecurity

IntroductionJob insecurity has been repeatedly linked with poor employee health and safety outcomes. Although research on high quality leader–member exchange (LMX) has demonstrated many beneficial effects, no research to date has examined the extent to which positive LMX might attenuate those adverse health and safety-related consequences of job insecurity. The current study extends research in this area by specifically examining the buffering impact of LMX on the relationship between job insecurity and safety knowledge, reported accidents, and physical health conditions. Furthermore, the study also examines whether positive LMX mitigates the typically seen negative impact of job insecurity on supervisor satisfaction.MethodsThe hypotheses were tested using survey data collected from 212 employees of a mine located in southwestern United States.ResultsAs predicted, job insecurity was related to lower levels of supervisor satisfaction, more health ailments, and more workplace accidents, and was marginally related to lower levels of safety knowledge. Results indicated that LMX significantly attenuated these observed relationships.ConclusionsThe quality of the dyadic relationship between supervisor and subordinate has a significant impact on the extent to which job insecurity is associated with adverse health and safety outcomes.Practical applicationsPractical implications for supervisor behavior and developing high quality LMX are discussed in light of today's pervasive job insecurity.     

Person–organization and person–supervisor fits: Employee commitments in a Chinese context

The present study simultaneously examined people's perceptions of person–organization (PO) and person–supervisor (PS) fit and related these perceptions to employees' commitments. Three‐hundred‐and‐sixty employee–supervisor dyads from Taiwanese organizations reported about their PO fit and PS fit perceptions. In addition, supervisors reported about their perceptions of fit and guanxi with each of their employees. Results indicated that PO and PS fit perceptions both had an independent and additive relationship with organizational commitment. The link between employee PS fit perceptions and organizational commitment was mediated by commitment to the supervisor. Both employee and supervisor fit perceptions contributed to commitment to the supervisor through their influence on the quality of the leader‐member exchange (LMX). Guanxi could not explain additional variance in LMX and supervisor commitment. Implications for theory and practices regarding person–environment fit, commitment, and LMX are discussed. The study findings offered suggestions for a new Theory of Multiple Fits. Copyright © 2010 John Wiley & Sons, Ltd.     

Underemployment,job attitudes,and turnover intentions

We surveyed three distinct samples of employees (Ns of 238, 102, and 981) in order to examine relations among various types of underemployment, job satisfaction, organizational commitment, and turnover intentions. Each dimension of underemployment is explored as a case of poor person‐job fit, and the fit literature is used to produce hypotheses about these relations. We also developed and validated the 9‐item Scale of Perceived Overqualification (SPOQ) to tap employee perceptions of surplus education, experience, and KSAs (knowledge, skills, and abilities). In general, perceptions of underemployment were associated with poor job satisfaction, particularly for facets with a direct causal relationship with the specific dimension of underemployment, such as overqualification and satisfaction with work. Perceived overqualification was also related to lower affective commitment, and higher intentions to turnover. For part‐time work, negative attitudes were only found when employees expressed a preference for full‐time work; a similar trend was not found for temporary workers, however. Implications for theory, research, and practice are delineated. Copyright © 2006 John Wiley & Sons, Ltd.     

Leader‐member exchange,differentiation, and task interdependence: implications for individual and group performance

We investigated the effects of leader‐member exchange (LMX) differentiation on individual and group performance with a sample of 120 work groups consisting of 834 employees who represented six different organizations. LMX differentiation was defined as the degree of variability in the quality of LMX relationships formed within work groups. Hierarchical Linear Modeling (HLM) results did not indicate support for a main effect of LMX differentiation on individual performance. Rather, the results demonstrated that LMX moderated the relation between LMX differentiation and individual performance, such that increases in LMX differentiation were accompanied by increases in individual performance for low LMX members, but no change in individual performance for high LMX members. At the group level, there was not a main effect for LMX differentiation on group performance. However, the hierarchical regression results revealed that the relation between LMX differentiation and group performance was moderated by task interdependence, such that for groups high in task interdependence, the greater the differentiation among group members, the higher the performance of the group. Conversely, for groups with relatively lower levels of task interdependence, differentiation among subordinates was not related to group performance. Finally, LMX differentiation was positively related to group performance in groups with a low LMX median, but was not related to performance in groups with a high LMX median. Copyright © 2006 John Wiley & Sons, Ltd.     

Abusive according to whom? Manager and subordinate perceptions of abusive supervision and supervisors' performance

Recognizing that supervisor–subordinate dyads exist within a broader organizational hierarchy, we examine how the individual's role within the organizational hierarchy influences perceptions of abusive supervision. Specifically, we examine how supervisors' abusive behaviors are perceived by abusive supervisors' managers as well as abusive supervisors' subordinates. Drawing on role theory, we propose that these perceptions will differ. Further, we suggest that these differences will be reflected in different relationships between manager-rated abusive supervision and subordinate-rated abusive supervision and managers' evaluations of supervisor performance. Results from manager–supervisor–subordinate triads indicate differences between managers' and subordinates' view of abusive supervision. Further, managers' perceptions of abuse were related to supervisors' in-role performance, whereas subordinates' perceptions of abuse were related to workgroup performance. In Study 2, we replicate these findings and expand our investigation to an examination of supervisors' contextual performance. Additionally, we examine another contextual characteristic—aggressive climate—and demonstrate it influences how abusive supervision relates to managerial evaluations of supervisor performance. Future research and managerial implications are discussed.     

Dispositional affectivity as a predictor of work attitudes and job performance

Previous research has shown that dispositional negative affect (NA) is associated with lower levels of job satisfaction. Little research has been conducted, however, on other organizational implications of negative affect or on the potential effects of dispositional positive affect (PA). The present studies examined the relationship of both positive and negative affectivity to organizational commitment, turnover intentions, global job satisfaction and performance. In the first study both NA and PA were associated with organizational commitment and turnover intentions. Additionally, commitment mediated the relationship between dispositional affectivity and turnover. Finally, PA and tenure interacted to predict job performance, such that PA and job performance were positively related, but only for high tenure employees. In Study 2 the findings were generally similar, but not identical. Both NA and PA were related to global job satisfaction and turnover intentions. However, only PA was related to affective organizational commitment. Moreover, both job satisfaction and affective commitment mediated the relationship between dispositional affectivity and turnover intentions. Finally, unlike Study 1, PA was not related to job performance. Rather, NA and tenure interacted such that when individuals were lower in tenure, NA was negatively related to performance.     

Inferences about causes and consequences of behavior of leaders and subordinates

This study addresses spontaneous inferences about causes and consequences of performance‐related behavior of leaders and subordinates. Respondents (leaders and subordinates) completed sentences describing the behavior of leaders or subordinates. It was expected that behavior of leaders induces more causal analysis because it can more strongly affect others. This hypothesis was confirmed, suggesting that position labels can trigger control motivation. It was also found that leader behavior induced more inferences about the consequences for the environment than for the actor, supporting the assumption that leaders are seen as persons who affect their environment. In addition, the data indicate that subordinate respondents made more inferences about causes as well as consequences than leaders did, and have a more positive view of others. Copyright © 1999 John Wiley & Sons, Ltd.     

Production supervisor impacts on subordinates' safety outcomes: an investigation of leader-member exchange and safety communication

PROBLEM: Supervisors are increasingly important to the functioning of manufacturing operations, in large part due to their role as leaders. While supervisors' relations and communication with their subordinates are known to be important in influencing subordinates' behavior, little is known about how these two factors will impact subordinates' safety. This study investigated how much each factor contributes to safety-related outcomes for blue-collar production employees. METHOD: Production employees at five Pennsylvania wood manufacturers completed a survey during their work shift. Five hundred and ninety eight employees provided data on leader-member exchange (LMX), safety communication, and safety-related events. Archival data on OSHA recordables were also obtained from the producers' human resources database. RESULTS: Analyses found that the influence of LMX was greater than that of safety communication in predicting safety-related events. Neither LMX nor safety communication was significantly related to OSHA recordables. Results also demonstrated that employee job satisfaction and demographic variables such as gender and age have safety implications. IMPACT ON INDUSTRY: Results from this study further emphasize the importance of production supervisors and illustrate the potential role of leader-member exchange in enhancing workplace safety. Specifically, organizations should foster positive social exchange between their employees and supervisors and enhance the leadership qualities of supervisors to help reduce workplace injuries.     

Conflict,justice, and inequality: Why perceptions of leader–member exchange differentiation hurt performance in teams

To better understand why leader–member exchange (LMX) differentiation in teams may be detrimental to individual and team performance, we propose that team members' perception of LMX differentiation (PLMXD) is more important than statistical measures of LMX differentiation. Specifically, we hypothesize a multilevel model in which relationship conflict and procedural justice (climate) mediate the relationships of individual and collective PLMXDs with individual and team performance, respectively. Using a sample of 235 individuals in 53 teams, we found that individual PLMXD was negatively related to individual performance through relationship conflict perceptions, controlling for LMX. At the team level, collective PLMXD was negatively related to team performance through procedural justice climate and relationship conflict, controlling for a statistical measure of LMXD. Theoretical implications and directions for future research are explored.     

A further examination of managerial burnout: Toward an integrated model

A model of managerial burnout was examined among 148 human service supervisors and managers. The findings suggest that emotional exhaustion plays a central mediating role in the burnout process. Social support and direct control were associated with exhaustion through role stress. Job and life satisfaction, and time spent with clients and subordinates were also related to exhaustion. In turn, exhaustion was related to depersonalization, professional commitment, and turnover intentions. An expected reciprocal relation between exhaustion and helplessness was not found, as the former had only a weak impact on the latter. Implications for stress coping are discussed.     

An empirical examination of the role of attributions in psychological entitlement and its outcomes

Psychological entitlement refers to the phenomenon in which individuals consistently believe that they deserve preferential rewards and treatment, often with little consideration of actual qualities or performance levels. This study examines the influence of psychological entitlement on workplace outcomes, using attribution theory to explain its effects. Results suggested that entitlement perceptions are positively associated with self‐serving attribution styles and that diminished need for cognition mediates this relationship. Self‐serving attribution styles, in turn, were associated with reduced job satisfaction and increased levels of conflict with supervisors. A direct positive relationship between psychological entitlement and turnover intent was also observed. Overall, results suggest that an attributional perspective is useful in explaining and understanding the influence of entitlement perceptions on workplace outcomes. Copyright © 2008 John Wiley & Sons, Ltd.