Fulfilled Expectations about Leaders Predict Engagement through LMX

Abstract

Drawing on the bandwidth-fidelity principle (Cronbach & Glaser, 1957), this paper challenges the use of broad ImplicitLeadership Theories (ILTs) domains in predicting organizational outcomes (i.e., prototypic ILTs and anti-prototypicILTs) and provides preliminary arguments for examining ILTs narrow traits (e.g., sensitivity, intelligence) effects onLMX and consequently on work engagement. Specifically, using polynomial regression and response surfacemethodology, I examined the effects of followers’ ideal-actual ILTs congruence on LMX. Additionally, using the blockvariable approach, I tested the mediation effects of LMX on the relationship between ideal-actual ILTs congruence andwork engagement, on a sample of 68 employees. The results showed that followers’ fulfilled expectations aboutsensitivity and tyranny had linear effects on LMX, indicating the generalized benefits for leaders to be high on sensitivityand low on tyranny to enhance followers’ LMX. Intelligence, dedication, dynamism, and masculinity had non-lineareffects, revealing that fulfilling followers’ expectations are the best option for leaders to develop high-qualityrelationships with their followers. The mediation hypothesis received partly support, suggesting that additionalmechanisms can explain the relationship between followers’ ideal-actual ILTs congruence and work engagement.

Do congruent perceptions of an ethical leader and one's supervisor impact job-related outcomes? Testing mechanisms and boundaries

“…leader) and supervisor-recognized characteristics (Biermeier-Hanson and Coyle, 2019;Epitropaki and Martin, 2005;Rupprecht et al, 2016). Furthermore, higher quality exchange relationships and lower levels of moral disengagement have been shown to increase work engagement and job satisfaction, while decreasing workplace deviance (Bandura et al, 1996;Neubert et al, 2009;Petrus, 2020;Stouten et al, 2013). We build on this research and suggest that LMX and moral disengagement will mediate the relationship between ethical ILT-supervisor alignment (e.g.…”

“…In other words, acting in a way that violates norms regarding reciprocal exchanges LODJ 44,3 should be associated with low-quality perceptions of leader-member exchange (LMX) relationships and higher levels moral disengagement (Huang et al, 2017). Integrating SCT with social exchange theory, we examine moral disengagement and LMX as two key cognitive and affective mechanisms underpinning the relationship between ethical ILT-supervisor alignment and engagement attitudes, job satisfaction and supervisordirected deviance (Liu and Loi, 2012;Koopman et al, 2019;Petrus, 2020).…”

“…First, we put forth a new perspective on the study of ethical leadership by studying it in conjunction with leader categorization, rather than assuming one's supervisor has been accepted as an ethical leader, as called for by prior research (Brown et al ., 2005; Stouten et al ., 2013). Second, we examine how recognition of leaders' characteristics matched against knowledge structures of ethical leaders influences attitudinal and behavioral aspects of workplace engagement, via LMX and moral disengagement, building on limited research (Houston et al ., 2022; Petrus, 2020; Stouten et al ., 2013). Finally, we demonstrate the importance of social constructions as contextual variables by examining how this relationship is conditional on subordinates' ROL.…”