Leaders—watch out for LMX differentiation: A multilevel model of leader-related antecedences and consequences of LMX differentiation

Eichenseer, Vivien; Spurk, Daniel; Kauffeld, Simone

doi:10.1177/2397002220907389

Cited by 3 publications

(2 citation statements)

References 74 publications

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“…Third, the results of our study showed that LMX differentiation has cross-level effects on members’ outcomes (COCD and CODD). Although many researchers have emphasized that LMX differentiation is a complex, multifaceted phenomenon whose essence can only be understood when examining it from multiple levels (e.g., Henderson et al, 2008 ; Anand et al, 2011 ), a large number of previous research has been confined to the group level ( Yammarino et al, 2005 ; Anand et al, 2011 ; Harris et al, 2014 ), with the notable exception of the use of multilevel frameworks by some studies ( Estel et al, 2019 ; Choi et al, 2020 ; Eichenseer et al, 2020 ). Our paper helps create more comprehensive predictions about LMX differentiation outcomes by being one of a few studies empirically testing from a multilevel perspective.…”

Section: Discussionmentioning

confidence: 99%

A multilevel investigation of leader–member exchange differentiation’s consequences: A moral disengagement perspective

et al. 2022

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We examine the effects of leader–member exchange (LMX) differentiation on team members’ outcomes (customer-oriented constructive and destructive deviant behaviors) by using team moral disengagement as a psychological mechanism mediating this relationship and LMX differentiation bases (i.e., performance and personal liking) moderating the relationship. Analysis of multilevel data collected from 289 frontline employees organized into 76 finance-related customer service teams shows that LMX differentiation significantly reduced team moral disengagement only when the performance basis was high, and that the negative relationship between LMX differentiation and team moral disengagement was significant only when the personal liking basis was low. Furthermore, we found that the LMX bases moderated the indirect effect of LMX differentiation on team members’ outcomes through team moral disengagement. The findings advance team moral disengagement as a novel mechanism for cross-level relationship between LMX differentiation and team members’ outcomes at the individual level, and project differentiation bases as a condition under which LMX differentiation unpacks the reasons for team members’ favorable or unfavorable responses. They reveal LMX differentiation as a complex and multifaceted phenomenon, whose essence can only be understood if examined from multiple levels. We also contribute to the literature by revealing the cognitive pathway through which LMX differentiation may be associated with team members outcomes.

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Section: Discussionmentioning

confidence: 99%

A multilevel investigation of leader–member exchange differentiation’s consequences: A moral disengagement perspective

et al. 2022

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“…If the differentiation is high, it can have negative consequences (Sloan, 2012). While an understanding of differentiation in a social context is established in the leadership literature (cf Eichenseer et al , 2020; Henderson et al , 2009; Manata, 2020; Park et al , 2022), differentiation has appeared in the justice literature only recently (He et al , 2017; Matta et al , 2020). Moreover, leadership literature has mixed findings with positive and negative consequences (Afshan et al , 2022b; Buengeler et al , 2021).…”

Section: Introductionmentioning

confidence: 99%

It’s not justice if it’s not for all: cross-level interaction of interactional justice differentiation and supervisory justice on psychological safety and conflict

Afshan

Serrano-Archimi

Riaz

et al. 2022

IJCMA

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Purpose Building on social exchange and deontic justice theory, this study aims to examine the relationship between supervisory justice (i.e. interactional, procedural and distributive) and conflict (i.e. relationship, process and task) through subordinates’ perceptions of psychological safety. Moreover, the authors hypothesize that interactional justice differentiation (IJD) within a workgroup at the group level interacts with supervisory justice at the individual level, affecting subordinates’ psychological safety and conflict. Design/methodology/approach Data were collected using a survey conducted among 378 service sector (banks, hospitals and universities) employees working under 54 supervisors. Findings Multi-level data analysis demonstrates that supervisory justice positively influences psychological safety, negatively affecting conflict. Moreover, psychological safety mediates the supervisory justice–conflict relationship. A cross-level interaction partially supports the conditional indirect effect of IJD in the supervisory justice–conflict relationship via psychological safety. Originality/value Following moral principles based on a deontic perspective, this study stretches the understanding of how to treat employees in a workgroup while creating a healthier working environment to minimize conflict fairly. This study extends the limited research on supervisory justice by conceptualizing employees’ perceptions of justice beyond an individual-level analysis.

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Linking Person Supervisor Fit With Employee Performance and Work Engagement: The Mediating Role of LMX

Zakiy

2024

Sage Open

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Leaders have become a key factor in determining the future of an organization. For this reason, support from leaders is very influential on work engagement and employee performance in the organization. Leaders can form a conducive work atmosphere so that employees can be motivated to work. This study aims to link person supervisor fit to employee performance and work engagement mediated by a leader-member exchange. Respondents in this study were employees of six Islamic banks in the province of DIY. Collecting data through questionnaires were distributed online and offline to 158 employees of Islamic Banks. Data were analyzed through SEM-PLS using SMART-PLS software. The results of this study prove that PS-Fit can have a positive effect on employee performance and work engagement. In addition, this study can also examine the role of LMX as a mediating variable that connects PS-Fit to employee performance and employee work engagement. For this reason, managers at Islamic Banks need to optimize the role of leaders in the company, such as improving interpersonal relationships with employees in order to improve employee performance and employee work engagement.

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Leaders—watch out for LMX differentiation: A multilevel model of leader-related antecedences and consequences of LMX differentiation

Cited by 3 publications

References 74 publications

A multilevel investigation of leader–member exchange differentiation’s consequences: A moral disengagement perspective

A multilevel investigation of leader–member exchange differentiation’s consequences: A moral disengagement perspective

It’s not justice if it’s not for all: cross-level interaction of interactional justice differentiation and supervisory justice on psychological safety and conflict

Linking Person Supervisor Fit With Employee Performance and Work Engagement: The Mediating Role of LMX

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