Leader–Member Exchange Quality and In-Role Job Performance

The purpose of this study was to examine the influence of leader–member exchange (LMX) quality on in-role job performance and the moderating effect of learning organization culture in a Korean conglomerate. The results indicate that LMX quality had a significant impact on employees’ job performance as rated by their supervisors. In addition, although no direct relationship was found to be significant, the moderating effects of the two dimensions of learning organization culture on the relationship between LMX quality and in-role job performance were significant. With regards to the demographic variables, male employees received higher ratings on their job performance reviews as assessed by their supervisors. Finally, implications, limitations, and research recommendations are discussed

Contextual performance · Job attitude · Job performance · Job satisfaction · Quality (philosophy · Applied Psychology · Human Resource Development and Performance Evaluation · Job Satisfaction and Organizational Behavior · Organizational Learning and Leadership · Psychology · Social Psychology

• How Do Public Service Professionals Behave in Risky Situations? The Importance of Organizational Culture

  Open Access•Emily Rose Tangsgaard•The American Review of Public…•2021

  Incluir item

• Human Resource Practices and Job Performance

  Open Access•Zakaria Ouabi, Khadija Douayri et al.•Societies•2024

  Incluir item

• Moderating effects of initial leader–member exchange status on the effects of a leadership intervention.

  Terri A Scandura, George B Graen•Journal of Applied Psychology•1984

  Incluir item

• Perceived Organizational Support and Leader-Member Exchange

  S J Wayne, Lynn M Shore et al.•Academy of Management Journal•1997

  Incluir item

• Demonstrating the Value of an Organization's Learning Culture

  Open Access•Victoria J Marsick, Karen E Watkins•Advances in Developing Human…•2003

  Incluir item

• A Monte Carlo study of the effects of correlated method variance in moderated multiple regression analysis

  Open Access•Martin G Evans, Martin Evans•Organizational Behavior and Human…•1985

  Incluir item

• The Social Scientific Study of Leadership

  Open Access•Robert J House, Ram N Aditya•Journal of Management•1997

  Incluir item

• Multivariate Data Analysis

  Xianggui Qu•Technometrics•2007

  Incluir item

• Multivariate Data Analysis.

  H Herne, William W Cooley et al.•Journal of the Royal Statistical…•1973

  Incluir item

• Process and Structure in Leader-Member Exchange

  Raymond T Sparrowe, Robert C Liden•Academy of Management Review•1997

  Incluir item

• A vertical dyad linkage approach to leadership within formal organizations

  Open Access•Fred Dansereau, George Graen et al.•Organizational Behavior and Human…•1975

  Incluir item

• Meta-Analytic review of leader–member exchange theory

  Charlotte R Gerstner, David V Day•Journal of Applied Psychology•1997

  Incluir item

• Leader–member exchange and its dimensions

  John M Maslyn, Mary Uhl‐bien et al.•Journal of Applied Psychology•2001

  Incluir item

• Employees' Goal Orientations, the Quality of Leader-Member Exchange, and the Outcomes of Job Performance and Job Satisfaction.

  Onne Janssen, Nico W Van Yperen•Academy of Management Journal•2004

  Incluir item

• Organizational Innovation

  John Kimberly, J R Kimberly et al.•Academy of Management Journal•1981

  Incluir item

• Research in Organizational Behavior

  Eliot R Hammer, L L Cummings et al.•Academy of Management Review•1984

  Incluir item

• Job Satisfaction and Organizational Commitment as Predictors of Organizational Citizenship and In-Role Behaviors

  Open Access•Larry J Williams, Stella E Anderson•Journal of Management•1991

  Incluir item

• The Effects of Organizational Learning Culture, Perceived Job Complexity, and Proactive Personality on Organizational Commitment and Intrinsic Motivation

  Open Access•Baek‐Kyoo Joo, Taejo Lim•Journal of Leadership &…•2009

  Incluir item

• Organizational Learning and the Learning Organization

  Open Access•Eric W K Tsang•Human Relations•1997

  Incluir item