Leader-member exchange and job performance
The effects of taking charge and organizational tenure
Bibliographic Data
| ID | 12168372 |
|---|---|
| Authors | Tae‐Yeol Kim (0000-0001-6110-5269, China Europe International Business School), Tae-Yeol Kim (Management Department; China Europe International Business School; Shanghai China), Zhiqiang Liu (0000-0002-0068-5981, Management School; Huazhong University of Science and Technology; Wuhan Hubei Province China, corresponding author), James M Diefendorff (0000-0003-3886-0973, Department of Psychology; University of Akron; Akron Ohio U.S.A.) |
| Year | 2014 |
| Volume | 36 |
| Issue | 2 |
| Pages | 216-231 |
| Publication date | 2014-10-23 |
| Open Access | Yes |
| Type | ARTICLE |
| Venue | Journal of Organizational Behavior (JOURNAL) |
| Journal identifiers | ISSN: 0894-3796 • E-ISSN: 1099-1379 |
| Publisher | Wiley (PUBLISHER • GB) |
| DOI | 10.1002/job.1971 |
| OpenAlex | W2331453428 |
| Language | EN |
| Citations received | 21 |
| References cited | 57 |
We theorized and tested the mechanisms by which leader–member exchange (LMX) quality is associated with job performance. The results obtained using 212 employee–supervisor pairs from eight Chinese companies indicated that LMX quality had an indirect and positive relationship with taking charge via psychological empowerment and had an indirect and positive relationship with job performance via taking charge. In addition, organizational tenure significantly moderated the relationship between taking charge and job performance, such that the positive effect of taking charge on job performance became weaker as organizational tenure increased. Furthermore, organizational tenure significantly moderated the indirect positive relationship between LMX quality and job performance via taking charge; the indirect effect became weaker as organizational tenure increased. These results suggest that organizations should encourage managers to develop high-quality LMX with their subordinates, which may make them feel more empowered and engage in more taking charge, and result in better job performance. Copyright © 2014 John Wiley & Sons, Ltd
Business · Contextual performance · Economics · Job attitude · Job performance · Job satisfaction · Management · Quality (philosophy · Supervisor · Job Satisfaction and Organizational Behavior · Management and Organizational Studies · Psychology · Social Psychology · Workplace Spirituality and Leadership
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| Citations per year | 1.91 |
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| Citation span | 2015 - 2026 (12) |
| Highly cited | No |