Leader-member exchange and job performance: The effects of taking charge and organizational tenure
Leader-member exchange and job performance: The effects of taking charge and organizational tenure
复制标题
领导者-成员交流和工作绩效：负责和组织任期的影响
DOI：
10.1002/job.1971
复制
发表时间：
2015-02-01
影响因子：
6.8
通讯作者：
Diefendorff, James M.
中科院分区：
文献类型：
--
作者：
Kim, Tae-Yeol;Liu, ZhiQiang;Diefendorff, James M.
我们对领导-成员交换(LMX)质量与工作绩效之间的联系机制进行了理论分析和检验。通过对我国8家企业212个员工-主管对的研究发现，LMX质量通过心理授权与掌权存在间接正向关系，通过掌权与工作绩效存在间接正向关系。此外，组织任期显著调节了掌管与工作绩效之间的关系，使得掌管对工作绩效的正向影响随着组织任期的增加而减弱。此外，组织任期通过掌管显著调节了LMX质量与工作绩效之间的间接正向关系，且间接效应随着组织年限的增加而减弱。这些结果表明，组织应该鼓励经理与下属一起开发高质量的LMX，这可能会让他们感觉更有权力，更多地承担责任，从而产生更好的工作绩效。版权所有(C)2014 John Wiley&Sons，Ltd.
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 (c) 2014 John Wiley & Sons, Ltd.