Professional Documents
Culture Documents
Robyn L. Brouer
Department of Management
Hofstra University
Department of Management
Indiana University Southeast
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Journal of Applied Social Psychology, 2009, 39, 10, pp. 23732395.
2009 Copyright the Authors
Journal compilation 2009 Wiley Periodicals, Inc.
LeaderMember Exchange
Leadermember exchange is a dyadic theory that has its roots in social
exchange theory (Blau, 1964) and role theory (Dienesch & Liden, 1986;
Kahn, Wolfe, Quinn, Snoek, & Rosenthal, 1964). LMX theory suggests that
exchanges (i.e., social and work interactions) take place between supervisors
and subordinates. From these exchanges, supervisors and subordinates form
relationships of varying quality through the role-making process (Graen &
Uhl-Bien, 1995). Essentially, supervisors use cues such as performance and
likeability to decide which subordinates will fill more important organizational roles, with lesser roles going to those who are viewed as less capable or
less liked. Subordinates who are selected for the more important roles establish high-quality LMX relationships (Dienesch & Liden, 1986).
Social exchange theory also plays a part in the development and continuation of LMX relationships. The basic idea of social exchange theory is that
people are involved in a series of interactions and through these interactions
develop feelings of mutual obligation (Cropanzano & Mitchell, 2005;
Emerson, 1976). These interactions are guided by the idea of reciprocity, in
which an action by one member of the exchange is either conditional or in
response to the other partys behavior (Cropanzano & Mitchell, 2005;
Gouldner, 1960).
Although reciprocity is the most common guideline discussed in the
literature of social exchange theory, there are others. Meeker (1971) proposed that there are several rules that guide the social exchange process:
rationality, altruism, group gain, status consistency, and competition.
Although a review of all five of these rules is beyond the scope of the
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Outcomes of LMX
Based on reciprocity and rationality, supervisors and subordinates
develop either high- or low-quality relationships with one another (Liden,
Sparrowe, & Wayne, 1997). From high-quality exchanges, subordinates
receive a number of advantages, including increased communication, formal
and informal rewards, ample access to supervisors, and favor-doing (Dienesch & Liden, 1986; Graen & Scandura, 1987; Wayne, Shore, & Liden, 1997).
On the other hand, subordinates in low-quality LMX exchanges have relationships with their supervisors that reflect low levels of emotional support,
trust, and few, if any, benefits outside of the formal employment contract
(e.g., Dienesch & Liden, 1986). In these relationships, the subordinates have
not done anything that the supervisors feel requires any further reciprocation
besides what is dictated in the employment contract.
Since its introduction more than 30 years ago (e.g., Dansereau, Graen, &
Haga, 1975), LMX has received considerable research attention. In fact,
multiple meta-analyses, literature reviews (Gerstner & Day, 1997; Graen &
Uhl-Bien, 1995; Ilies, Nahrgang, & Morgeson, 2007; Liden et al., 1997;
Schriesheim et al., 1999), and even a book series (Graen, 2004) on the subject
have been conducted. The cumulative research has found that high-quality
LMX relationships are positively related to desired organizational and individual outcomes.
Supervisors test subordinates through the role-making process. When
these subordinates go above and beyond during the role-making process, this
creates mutual obligations and increases supervisor reciprocity (Graen,
1976). This process results in better roles, increased communication, higher
levels of trust, and increased access to the supervisor for subordinates in
higher quality relationships. Further, these mutual obligations and reciprocity lead to higher performance ratings, career success, better objective performance, increased organizational commitment, job satisfaction,
organizational citizenship behaviors, and decreased turnover intentions (e.g.,
Gerstner & Day, 1997; Schriesheim et al., 1999; Wayne, Liden, Kraimer, &
Graf, 1999; Wayne et al., 1997). Subordinates in lower quality exchanges
receive fewer benefits and, as a result, experience less positive outcomes.
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Political Skill
Political skill is a relatively new construct that taps into the skill sets that
aid in successful workplace influence (Ferris, Treadway et al., 2005; Ferris
et al., 2007). Formally defined, political skill is the ability to effectively
understand others at work, and to use such knowledge to influence others to
act in ways that enhance ones personal and/or organizational objectives
(Ahearn et al., 2004, p. 311).
At first glance, political skill may sound similar to other social effectiveness measures, such as self-monitoring, social intelligence, or social skill.
However, political skill has been shown to be conceptually distinct from these
constructs, as it relates specifically to interactions at work (Ferris, Treadway
et al., 2005). Further, empirical studies have demonstrated that political skill
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Turning our discussion to subordinates in lower quality LMX relationships, we previously predicted that these relationships would be negatively
related to job satisfaction. However, being high in political skill is likely to
minimize this negative outcome. Essentially, individuals high in political skill
are able to use their social understanding, influencing ability, and networking
abilities to garner important resources that allow for coping with negative
situations (Perrew et al., 2004), such as being in a low-quality LMX relationship. These important resources include increased social support,
control, and information.
Highly politically skilled subordinates think rationally about their
exchanges with both their supervisors and those around them in order to
engage in behaviors that are most beneficial for them. In this way, subordinates are able to garner more resources than are their low politically skilled
counterparts, even in situations of low LMX quality. These resources enable
individuals high in political skill to buffer the negative effects of a low-quality
relationship with their supervisors (Perrew et al., 2004). Thus, for those in
low-quality LMX relationships, the highest levels of job satisfaction are likely
to result when political skill is high.
Conversely, individuals in low-quality LMX relationships who are not
politically skilled will not have the same resources with which to counteract
the lack of resources they receive from their supervisors (Hobfoll, 1989).
Additionally, because they do not have a clear understanding of their relationship or work environment, they may not behave rationally with their
supervisors or may not understand how their behaviors are coming across.
Because of this, less politically skilled subordinates are less likely to achieve
their personal and maybe even their organizational goals. This lack of
achievement will likely lead these individuals to feel frustrated and unsatisfied
with their jobs. Based on these arguments, we predict the following:
Hypothesis 4. Political skill will moderate the positive relationship between LMX and job satisfaction such that the highest
levels of job satisfaction will occur when LMX and political
skill are high, while the lowest levels will occur when LMX and
political skill are low.
Method
Sample and Procedure
The sample was composed of 239 individuals (110 males, 129 females)
who work in a range of organizations. The respondents include a wide range
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Leadermember exchange
Political skill
Turnover intentions
Job satisfaction
Age
Gender
Hours worked per week
Positive affectivity
Negative affectivity
Note. N = 239.
*p < .05. **p < .01.
1.
2.
3.
4.
5.
6.
7.
8.
9.
Variable
3.77
3.84
2.61
4.01
31.15
1.54
40.85
4.01
2.25
M
0.76
0.60
1.19
0.78
11.38
0.46
11.03
0.69
0.83
SD
.37**
-.40**
.51**
.09
.01
.27**
.44**
-.25**
Table 1
-.13*
.34**
.07
.07
.13*
.50**
-.23**
-.49**
-.27**
-.07
-.20**
-.24**
.20**
.27**
.06
.26**
.47**
-.26**
.17**
.23**
.14**
-.06
-.07
.10
.01
.19**
-.05
-.25**
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R2
DR2
.15
.15**
-.22**
-.04
-.06
-.07*
.09*
Job satisfaction
b
R2
DR2
.30
.30**
.17**
.01
.08*
.22**
-.11*
-.35**
.23
.08**
.32**
.39
.09**
.03
.23
.00
.03
.39
.00
-.13*
.25
.02*
-.10*
.40
.01*
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3.30
Turnover Intentions
3.10
2.90
2.70
2.50
2.30
2.10
1.90
Low
High
Levels of LMX
4.40
Job satisfaction
4.30
4.20
4.10
4.00
3.90
3.80
3.70
3.60
Low
High
Levels of LMX
Our finding that political skill moderates the relationships between LMX
and the outcomes of turnover intentions and job satisfaction makes a contribution to the extant literature and has implications for researchers and
practitioners. Of primary importance is the notion that it is not only the
quality of the relationship that an individual has with his or her supervisor,
but also how politically skilled an individual is that determines two key job
outcomes. This finding is important, as numerous LMX researchers have
called for studies examining moderators of LMXoutcome relationships with
the goal of better explaining these associations (e.g., Gerstner & Day, 1997;
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composed of the four dimensions of social astuteness, interpersonal influence, networking ability, and apparent sincerity (Ferris, Treadway et al.,
2005). Future research should examine these dimensions and determine if
they show differential impacts in moderating LMXoutcome relationships.
For example, it may be that the networking ability dimension is the primary
moderating force of the LMX/job-satisfaction relationship, as those who are
high in networking ability will likely go elsewhere for relationships in the
firm, which would supplement what is lacking in their low-quality LMX
relationship.
In conclusion, our findings are consistent with extant research (e.g., Gerstner & Day, 1997; Schriesheim et al., 1999), as we found that the quality of
LMX relationship is related to key organizational outcomes. A unique contribution of the present study is that we demonstrated the important role
political skill can play in changing the LMXconsequence associations. This
result adds to our cumulative knowledge on these topics, and we hope that
our research will spur future researchers to continue to examine these variables and to find out more about their interactive effects.
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