Does liking explain variance above and beyond LMX? A meta-analysis

Dulebohn, James H.; Wu, Dongyuan; Liao, Chenwei

doi:10.1016/j.hrmr.2016.09.008

Cited by 56 publications

(59 citation statements)

References 97 publications

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“…For instance, employees would more positively propose voice when encountering some problems in the development of the organizations (Ng & Feldman, 2012). The meta-analysis also discovered that liking (including reports from the aspects of leaders and subordinates) would notably aff ect leader-subordinate exchange relationship and job satisfaction (Dulebohn et al, 2016) and the liking between leaders and subordinates could enhance the exchange relationship of both parties and promote employees' job satisfaction. In other words, subordinates' liking to superiors might enhance the exchange quality between employees and leaders, promote employees' job satisfaction, and further facilitate employees' positive participation in voice to develop strategies for the organizations.…”

Section: Subordinates' Liking To Superiors and Voice Behaviormentioning

confidence: 94%

“…The liking to superiors scale was developed by Wayne and Ferris (1990), which was commonly used in the superior-subordinate two-factor research (Dulebohn et al, 2016). The scale is composed of 4 items in a single dimension, containing "How much do you like your leader", "I get along well with my leader", "It is pleasant to work with my leader", and "I think I can make good friends with my leader".…”

Section: Measurement Scalementioning

confidence: 99%

“…liking to subordinates) might unconsciously appear in the cognitive process (e.g. understanding of subordinates' actual performance) and result in higher performance evaluation (Dulebohn, Wu, & Liao, 2016). To discuss the eff ect of leaders' emotional expression on subordinates' voice behavior, the mediator of subordinates' liking to superiors is introduced to discuss the promotion or prohibition of subordinates' liking to the eff ect of leaders' emotional expression on subordinates' voice behavior.…”

Section: Introductionmentioning

confidence: 99%

See 2 more Smart Citations

Effects of Leaders’ Positive/Negative Emotional Expression on Subordinates’ Voice Behavior: Mediation Effect of Subordinates’ Liking to Superiors

Song¹,

Zhang²,

Giura³

2019

RCIS

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Employees' voice could benefi t organizational development and progress; however, emotional mechanism to induce such a behavior still requires further research. This study investigates the relations between leaders' diff erent emotional expression and employees' voice behavior in China. By investigating 215 pairs of superior-subordinate samples of enterprises in China, it is discovered that leaders' positive emotional expression could enhance employees' voice, and the negative emotional expression would negatively aff ect employees' voice behavior. Meanwhile, subordinates' liking to superiors shows partial mediation eff ects on the eff ect of leaders' positive/negative emotional expression on employees' voice behavior. The research results reveal that leaders emphasize the function of positive emotional expression in organizational management. Future research could further investigate various infl uential paths and distinguish leaders' emotional expression.

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Section: Subordinates' Liking To Superiors and Voice Behaviormentioning

confidence: 94%

Section: Measurement Scalementioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

See 1 more Smart Citation

Effects of Leaders’ Positive/Negative Emotional Expression on Subordinates’ Voice Behavior: Mediation Effect of Subordinates’ Liking to Superiors

Song¹,

Zhang²,

Giura³

2019

RCIS

View full text Add to dashboard Cite

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“…In turn, these feelings push the recipient of ingratiation to return the favor by providing resources, rewards, and evaluations that benefit the ingratiator (Treadway et al., ). Supporting the arguments above, meta‐analytic reviews of the literature show that ingratiation is positively associated with indicators of social exchange quality between the ingratiator and the target, such as LMX quality and interpersonal liking (e.g., Dulebohn et al., ; Dulebohn, Wu, & Liao, ; Gordon, ), as well as targets’ evaluations of the ingratiator (Higgins et al., ).…”

Section: Theory and Hypothesesmentioning

confidence: 88%

Stuck between a rock and a hard place: Contrasting upward and downward effects of leaders’ ingratiation

Kim

LePine

Chun

2018

Personnel Psychology

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Research indicates that leaders who engage in upward ingratiation, a specific form of impression management, develop positive relationships with their bosses, which in turn enhances leaders’ chances of achieving success at work. However, a more complete understanding of leaders’ ingratiation requires recognition that leaders have multiple audiences and that there may be negative unintended consequences of this behavior to at least one of these audiences. Specifically, upward ingratiation may reduce subordinates’ willingness to contribute to the organization through effective performance because it diminishes relationship quality between leaders and subordinates. To explore this issue, we develop and test a multilevel model that contrasts effects of leaders’ upward ingratiation on leader‐ and subordinate‐level outcomes through the quality of social exchange in the corresponding relationship. We test our predictions by conducting a multiwave, multisource field study with a sample of 91 leaders, 91 bosses, and 215 subordinates in South Korea. Our findings reveal that upward ingratiation is positively associated with indicators of leaders’ intrinsic and extrinsic success because it enhances leader–boss exchange quality (LLX). In contrast, leaders’ upward ingratiation negatively influences subordinates’ job performance because it diminishes leader–subordinate exchange quality (LMX). We also find that subordinates’ perceptions of leaders’ political skill mitigate the negative indirect relationship between upward ingratiation and subordinates’ job performance via LMX quality, and that our hypotheses apply to ingratiation but not to other forms of impression management. We discuss the theoretical and practical implications of our findings in relation to ingratiation specifically and to impression management more generally.

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“…The quality of the relationship between leaders and followers is key to understanding leaders' effects on members, teams, and organizations. In this regard, LMX is crucial in effective organizations, and several meta-analyses have shown that LMX has a positive impact on many organizational outcomes [18,19]. However, although high-quality LMX is known to have a positive impact on job-related well-being, few studies have investigated LMX as a predictor of individuals' overall well-being [9].…”

Section: Lmx Work Engagement and Well-beingmentioning

confidence: 99%

Culture, Work, and Subjective Well-Being: The Role of LMX and Resilience in Spanish and Chinese Cultures

González-Navarro

Talavera-Escribano

Zurriaga

2019

IJERPH

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Globalization and interdependencies among nations require a better understanding of the influence of culture on organizational processes. In order to succeed in global business, leaders have to respond to practices that may be different in diverse cultures. This study was conducted within the framework of the leader member exchange approach and from a positive perspective of organizations linking successful businesses and workers’ well-being. The aim of this study was to examine whether the quality of the relationship with the leader predicts engagement and life satisfaction, and whether resilience moderates this relationship in two different cultural contexts (Spanish and Chinese). The sample was composed of 277 workers (127 Chinese workers corresponding to a vertical-collectivistic culture and 150 Spanish workers representing a horizontal-individualistic culture). To test the hypotheses, a structural equations model (SEM) was conducted using the maximum likelihood (ML) estimation method. Results revealed that leader-member exchange (LMX) positively predicts engagement and life satisfaction and that the moderator role of resilience varies across cultures. Resilience moderated the relationship between LMX and engagement and life satisfaction only in the Spanish sample. In the Chinese sample, resilience only moderated the relation between LMX and life satisfaction. Finally, our study contributes to a better understanding of the relationship between leaders and subordinates operating in a global context.

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Does liking explain variance above and beyond LMX? A meta-analysis

Cited by 56 publications

References 97 publications

Effects of Leaders’ Positive/Negative Emotional Expression on Subordinates’ Voice Behavior: Mediation Effect of Subordinates’ Liking to Superiors

Effects of Leaders’ Positive/Negative Emotional Expression on Subordinates’ Voice Behavior: Mediation Effect of Subordinates’ Liking to Superiors

Stuck between a rock and a hard place: Contrasting upward and downward effects of leaders’ ingratiation

Culture, Work, and Subjective Well-Being: The Role of LMX and Resilience in Spanish and Chinese Cultures

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