Sage Journals: Discover world-class research

Abstract

This study examines how differentiation in leader–member exchange relationships (LMXD) provokes different individual responses depending on personal dispositions—internal locus of control and self-efficacy. Further, we identify three types of individual behavioral responses to LMXD: in-role and extra-role performance as self-focused responses, impression management toward the leader as a leader-focused response, and social undermining of coworkers as a coworker-focused response. Analysis of data from a survey conducted in South Korea demonstrates cross-level interaction effects between LMXD and the two dispositional variables on these behavioral responses of individuals. Specifically, LMXD is more positively related to in-role and extra-role performance and impression management toward the leader for individuals high than low in internal locus of control and for individuals high than low in self-efficacy. However, the cross-level interaction effects are not supported regarding social undermining of coworkers. Theoretical and practical implications of the findings are discussed.

Keywords

LMX differentiation internal locus of control self-efficacy impression management social undermining

Get full access to this article

View all access options for this article.

References

Aguinis

Gottfredson

R. K.

Culpepper

S. A.

(2013). Best-practice recommendations for estimating cross-level interaction effects using multilevel modeling. Journal of Management, 39(6), 1490-1528. https://doi.org/10.1177/0149206313478188

Allen

D. G.

Weeks

K. P.

Moffitt

K. R.

(2005). Turnover intentions and voluntary turnover: The moderating roles of self-monitoring, locus of control, proactive personality, and risk aversion. Journal of Applied Psychology, 90(5), 980-990. https://doi.org/10.1037/0021-9010.90.5.980

Arnaud

Schminke

(2012). The ethical climate and context of organizations: A comprehensive model. Organization Science, 23(6), 1767-1780. https://doi.org/10.1287/orsc.1110.0698

Ashford

S. J.

Lee

Bobko

(1989). Content, cause, and consequences of job insecurity: A theory-based measure and substantive test. Academy of Management Journal, 32(4), 803-829. https://doi.org/10.5465/256569

Bandura

(1977). Self-efficacy: Toward a unifying theory of behavioral change. Psychological Review, 84(2), 191-215. https://doi.org/10.1037/0033-295X.84.2.191

Bandura

(1982). Self-efficacy mechanism in human agency. American Psychologist, 37(2), 122-147. https://doi.org/10.1037/0003-066X.37.2.122

Bandura

(1986). Social foundations of thought and action: A social cognitive theory. Prentice-Hall, Inc.

Bandura

Adams

N. E.

Hardy

A. B.

Howells

G. N.

(1980). Tests of the generality of self-efficacy theory. Cognitive Therapy and Research, 4(1), 39-66. https://doi.org/10.1007/BF01173354

Barrick

M. R.

Stewart

G. L.

Neubert

M. J.

Mount

M. K.

(1998). Relating member ability and personality to work-team processes and team effectiveness. Journal of Applied Psychology, 83(3), 377-391. https://doi.org/10.1037/0021-9010.83.3.377

10.

Barsness

Z. I.

Diekmann

K. A.

Seidel

M.-D. L.

(2005). Motivation and opportunity: The role of remote work, demographic dissimilarity, and social network centrality in impression management. Academy of Management Journal, 48(3), 401-419. https://doi.org/10.5465/amj.2005.17407906

11.

Baumeister

R. F.

Campbell

J. D.

Krueger

J. I.

Vohs

K. D.

(2003). Does high self-esteem cause better performance, interpersonal success, happiness, or healthier lifestyles? Psychological Science in the Public Interest, 4(1), 1-44. https://doi.org/10.1111/1529-1006.01431

12.

Baumeister

R. F.

Smart

Boden

J. M.

(1996). Relation of threatened egotism to violence and aggression: The dark side of high self-esteem. Psychological Review, 103(1), 5-33. https://doi.org/10.1037/0033-295X.103.1.5

13.

Bliese

P. D.

(2000). Within-group agreement, non-independence, and reliability: Implications for data aggregation and analysis. In Klein

K. J.

Kozlowski

S. W. J.

(Eds.), Multi-level theory, research, and methods in organizations: Foundations, extensions, and new directions (pp. 349-381). Jossey-Bass.

14.

Bolino

M. C.

(1999). Citizenship and impression management: Good soldiers or good actors? Academy of Management Review, 24(1), 82-98. https://doi.org/10.2307/259038

15.

Bolino

M. C.

Kacmar

K. M.

Turnley

W. H.

Gilstrap

J. B.

(2008). A multi-level review of impression management motives and behaviors. Journal of Management, 34(6), 1080-1109. https://doi.org/10.1177/0149206308324325

16.

Bolino

M. C.

Varela

J. A.

Bande

Turnley

W. H.

(2006). The impact of impression-management tactics on supervisor ratings of organizational citizenship behavior. Journal of Organizational Behavior, 27(3), 281-297. https://doi.org/10.1002/job.379

17.

Boone

Brabander

Witteloostuijn

(1996). CEO locus of control and small firm performance: An integrative framework and empirical test. Journal of Management Studies, 33(5), 667-700. https://doi.org/10.1111/j.1467-6486.1996.tb00814.x

18.

Borman

W. C.

Motowidlo

S. M.

(1993). Expanding the criterion domain to include elements of contextual performance. In Schmitt

Borman

W. C.

(Eds.), Personnel selection in organizations (pp. 71-98). Jossey-Bass.

19.

Bourdage

J. S.

Wiltshire

Lee

(2015). Personality and workplace impression management: Correlates and implications. Journal of Applied Psychology, 100(2), 537-546. https://doi.org/10.1037/a0037942

20.

Bozeman

D. P.

Kacmar

K. M.

(1997). A cybernetic model of impression management processes in organizations. Organizational Behavior and Human Decision Processes, 69(1), 9-30. https://doi.org/10.1006/obhd.1996.2669

21.

Bushman

B. J.

Baumeister

R. F.

(1998). Threatened egotism, narcissism, self-esteem, and direct and displaced aggression: Does self-love or self-hate lead to violence? Journal of Personality and Social Psychology, 75(1), 219-229. https://doi.org/10.1037/0022-3514.75.1.219

22.

Carver

C. S.

(2006). Approach, avoidance, and the self-regulation of affect and action. Motivation and Emotion, 30(2), 105-110. https://doi.org/10.1007/s11031-006-9044-7

23.

Chang

E. C.

(1998). Dispositional optimism and primary and secondary appraisal of a stressor: Controlling for confounding influences and relations to coping and psychological and physical adjustment. Journal of Personality and Social Psychology, 74(4), 1109-1120. https://doi.org/10.1037/0022-3514.74.4.1109

24.

Chen

Gully

S. M.

Eden

(2001). Validation of a new general self-efficacy scale. Organizational Research Methods, 4(1), 62-83. https://doi.org/10.1177/109442810141004

25.

Chen

X. P.

Weng

L.-C.

(2018). What is wrong with treating followers differently? The basis of leader–member exchange differentiation matters. Journal of Management, 44(3), 946-971. https://doi.org/10.1177/0149206315598372

26.

Cole

M. S.

Bedeian

A. G.

Hirschfeld

R. R.

Vogel

(2011). Dispersion-composition models in multi-level research: A data-analytic framework. Organizational Research Methods, 14(4), 718-734. https://doi.org/10.1177/1094428110389078

27.

Delery

J. E.

Kacmar

K. M.

(1998). The influence of applicant and interviewer characteristics on the use of impression management. Journal of Applied Social Psychology, 28(18), 1649-1669. https://doi.org/10.1111/j.1559-1816.1998.tb01339.x

28.

Duffy

M. K.

Ganster

D. C.

Pagon

(2002). Social undermining in the workplace. Academy of Management Journal, 45(2), 331-351. https://doi.org/10.5465/3069350

29.

Duffy

M. K.

Scott

K. L.

Shaw

J. D.

Tepper

B. J.

Aquino

(2012). A social context model of envy and social undermining. Academy of Management Journal, 55(3), 643-666. https://doi.org/10.5465/amj.2009.0804

30.

Dulebohn

J. H.

Bommer

W. H.

Liden

R. C.

Brouer

R. L.

Ferris

G. R.

(2012). A meta-analysis of antecedents and consequences of leader–member exchange integrating the past with an eye toward the future. Journal of Management, 38(6), 1715-1759. https://doi.org/10.1177/0149206311415280

31.

Dutton

J. E.

Jackson

S. E.

(1987). Categorizing strategic issues: Links to organizational action. Academy of Management Review, 12(1), 76-90. https://doi.org/10.2307/257995

32.

Elliot

A. J.

(1999). Approach and avoidance motivation and achievement goals. Educational Psychologist, 34(3), 169-189. https://doi.org/10.1207/s15326985ep3403_3

33.

Elliot

A. J.

Thrash

T. M.

(2002). Approach-avoidance motivation in personality: Approach and avoidance temperaments and goals. Journal of Personality and Social Psychology, 82(5), 804-818. https://doi.org/10.1037/0022-3514.82.5.804

34.

Epitropaki

Kapoutsis

Ellen

B. P.

III Ferris

G. R.

Drivas

Ntotsi

(2016). Navigating uneven terrain: The roles of political skill and LMX differentiation in prediction of work relationship quality and work outcomes. Journal of Organizational Behavior, 37(7), 1078-1103. https://doi.org/10.1002/job.2100

35.

Erdogan

Bauer

T. N.

(2010). Differentiated leader–member exchanges: The buffering role of justice climate. Journal of Applied Psychology, 95(6), 1104-1120. https://doi.org/10.1037/a0020578

36.

Ferris

D. L.

Rosen

C. R.

Johnson

R. E.

Brown

D. J.

Risavy

S. D.

Heller

(2011). Approach or avoidance (or both?): Integrating core self-evaluations within an approach/avoidance framework. Personnel Psychology, 64(1), 137-161. https://doi.org/10.1111/j.1744-6570.2010.01204.x

37.

Ferris

G. R.

Kacmar

K. M.

(1992). Perceptions of organizational politics. Journal of Management, 18(1), 93-116. https://doi.org/10.1177/014920639201800107

38.

Frieder

R. E.

Hochwarter

W. A.

DeOrtentiis

P. S.

(2015). Attenuating the negative effects of abusive supervision: The role of proactive voice behavior and resource management ability. Leadership Quarterly, 26(5), 821-837. https://doi.org/10.1016/j.leaqua.2015.06.001

39.

Galvin

B. M.

Randel

A. E.

Collins

B. J.

Johnson

R. E.

(2018). Changing the focus of locus (of control): A targeted review of the locus of control literature and agenda for future research. Journal of Organizational Behavior, 39(7), 820-833. https://doi.org/10.1002/job.2275

40.

Gardner

W. L.

Martinko

M. J.

(1988). Impression management in organizations. Journal of Management, 14(2), 321-338. https://doi.org/10.1177/014920638801400210

41.

Gilbert

C. G.

(2005). Unbundling the structure of inertia: Resource versus routine rigidity. Academy of Management Journal, 48(5), 741-763. https://doi.org/10.5465/amj.2005.18803920

42.

Glick

W. H.

(1985). Conceptualizing and measuring organizational and psychological climate: Pitfalls in multilevel research. Academy of Management Review, 10(3), 601-616. https://doi.org/10.2307/258140

43.

Graen

G. B.

Scandura

T. A.

(1987). Toward a psychology of dyadic organizing. In Staw

B. M.

Sutton

R. I.

(Eds.), Research in organizational behavior (Vol. 9, pp. 175-208). JAI Press.

44.

Graen

G. B.

Uhl-Bien

(1995). Relationship-based approach to leadership: Development of leader–member exchange (LMX) theory of leadership over 25 years: Applying a multi-level multi-domain perspective. Leadership Quarterly, 6(2), 219-247. https://doi.org/10.1016/1048-9843(95)90036-5

45.

Greenbaum

R. L.

Mawritz

M. B.

Eissa

(2012). Bottom-line mentality as an antecedent of social undermining and the moderating roles of core self-evaluations and conscientiousness. Journal of Applied Psychology, 97(2), 343-359. https://doi.org/10.1037/a0025217

46.

Han

J. H.

Liao

Han

A. N.

(2021). When leader–member exchange differentiation improves work group functioning: The combined roles of differentiation bases and reward interdependence. Personnel Psychology, 74(1), 109-141. https://doi.org/10.1111/peps.12415

47.

Hannah

S. T.

Avolio

B. J.

May

D. R.

(2011). Moral maturation and moral conation: A capacity approach to explaining moral thought and action. Academy of Management Review, 36(4), 663-685. https://doi.org/10.5465/amr.2010.0128

48.

Harrison

D. A.

Klein

K. J.

(2007). What’s the difference? Diversity constructs as separation, variety, or disparity in organizations. Academy of Management Review, 32(4), 1199-1228. https://doi.org/10.5465/amr.2007.26586096

49.

Haynie

J. J.

Cullen

K. L.

Lester

H. F.

Winter

Svyantek

D. J.

(2014). Differentiated leader–member exchange, justice climate, and performance: Main and interactive effects. Leadership Quarterly, 25(5), 912-922. https://doi.org/10.1016/j.leaqua.2014.06.007

50.

Henderson

D. J.

Liden

R. C.

Glibkowski

B. C.

Chaudhry

(2009). LMX Differentiation: A multilevel review and examination of its antecedents and outcomes. Leadership Quarterly, 20(4), 517-534. https://doi.org/10.1016/j.leaqua.2009.04.003

51.

Hofmann

D. A.

Gavin

M. B.

(1998). Centering decisions in hierarchical linear models: Implications for research in organizations. Journal of Management, 24(5), 623-641. https://doi.org/10.1177/014920639802400504

52.

Hooper

D. T.

Martin

(2008). Beyond personal leader–member exchange (LMX) quality: The effects of perceived LMX variability on employee reactions. Leadership Quarterly, 19(1), 20-30. https://doi.org/10.1016/j.leaqua.2007.12.002

53.

James

L. R.

Demaree

R. G.

Wolf

(1984). Estimating within-group interrater reliability with and without response bias. Journal of Applied Psychology, 69(1), 85-98. https://doi.org/10.1037/0021-9010.69.1.85

54.

Johnson

R. E.

Rosen

C. C.

Chang

C.-H.

Lin

S.-H.

(2016). Assessing the status of locus of control as an indicator of core self-evaluations. Personality and Individual Differences, 90, 155-162. https://doi.org/10.1016/j.paid.2015.11.002

55.

Jones

G. R.

(1986). Socialization tactics, self-efficacy, and newcomers’ adjustments to organizations. Academy of Management Journal, 29(2), 262-279. https://doi.org/10.5465/256188

56.

Judge

T. A.

Locke

E. A.

Durham

C. C.

(1997). The dispositional causes of job satisfaction: A core evaluations approach. In Cummings

L. L.

Staw

B. M.

(Eds.), Research in organizational behavior (Vol. 19, pp. 151-188). JAI Press.

57.

Kammeyer-Mueller

Wanberg

Rubenstein

Song

(2013). Support, undermining, and newcomer socialization: Fitting in during the first 90 days. Academy of Management Journal, 56(4), 1104-1124. https://doi.org/10.5465/amj.2010.0791

58.

Kauppila

O.-P.

(2016). When and how does LMX differentiation influence followers’ work outcomes? The interactive roles of one’s own LMX status and organizational context. Personnel Psychology, 69(2), 357-393. https://doi.org/10.1111/peps.12110

59.

Kimmons

Greenhaus

J. H.

(1976). Relationship between locus of control and reactions of employees to work characteristics. Psychological Reports, 39(3), 815-820. https://doi.org/10.2466/pr0.1976.39.3.815

60.

Kinicki

A. J.

Vecchio

R. P.

(1994). Influences on the quality of supervisor–subordinate relations: The role of time-pressure, organizational commitment, and locus of control. Journal of Organizational Behavior, 15(1), 75-82. https://doi.org/10.1002/job.4030150108

61.

Krueger

Dickson

P. R.

(1994). How believing in ourselves increases risk-taking: Perceived self-efficacy and opportunity recognition. Decision Sciences, 25(3), 385-400. https://doi.org/10.1111/j.1540-5915.1994.tb00810.x

62.

LaHuis

D. M.

Ferguson

M. W.

(2009). The accuracy of significance tests for slope variance components in multilevel random coefficient models. Organizational Research Methods, 12(3), 418-435. https://doi.org/10.1177/1094428107308984

63.

Le Blanc

P. M.

González-Romá

(2012). A team level investigation of the relationship between leader–member exchange (LMX) differentiation, and commitment and performance. Leadership Quarterly, 23(3), 534-544. https://doi.org/10.1016/j.leaqua.2011.12.006

64.

Lee

Allen

N. J.

(2002). Organizational citizenship behavior and workplace deviance: The role of affect and cognitions. Journal of Applied Psychology, 87(1), 131-142. https://doi.org/10.1037/0021-9010.87.1.131

65.

LePine

J. A.

Erez

Johnson

D. E.

(2002). The nature and dimensionality of organizational citizenship behavior: A critical review and meta-analysis. Journal of Applied Psychology, 87(1), 52-65. https://doi.org/10.1037/0021-9010.87.1.52

66.

Levenson

(1981). Differentiating among internality, powerful others, and chance. In Lefcourt

H. M.

(Ed.), Research with the locus of control construct (Vol. 1, pp. 15-63). Academic Press.

67.

Liden

R. C.

Erdogan

Wayne

S. J.

Sparrowe

R. T.

(2006). Leader–member exchange, differentiation, and task interdependence: Implications for individual and group performance. Journal of Organizational Behavior, 27(6), 723-746. https://doi.org/10.1002/job.409

68.

Liu

Hernandez

Wang

(2014). The role of leadership and trust in creating structural patterns of team procedural justice: A social network investigation. Personnel Psychology, 67(4), 801-845. https://doi.org/10.1111/peps.12062

69.

Lukacik

E.-R.

Bourdage

J. S.

(2019). Exploring the influence of abusive and ethical leadership on supervisor and coworker-targeted impression management. Journal of Business and Psychology, 34(6), 771-789. https://doi.org/10.1007/s10869-018-9593-2

70.

MacNab

B. R.

Worthley

(2008). Self-efficacy as an intrapersonal predictor for internal whistleblowing: A US and Canada examination. Journal of Business Ethics, 79(4), 407-421. https://doi.org/10.1007/s10551-007-9407-3

71.

Manata

(2020). The effects of LMX differentiation on team performance: Investigating the mediating properties of cohesion. Journal of Leadership & Organizational Studies, 27(2), 180-188. https://doi.org/10.1177/1548051819842792

72.

Martin

Thomas

Charles

Epitropaki

McNamara

(2005). The role of leader–member exchanges in mediating the relationship between locus of control and work reactions. Journal of Occupational and Organizational Psychology, 78(1), 141-147. https://doi.org/10.1348/096317904X23763

73.

Martin

Thomas

Legood

Russo

S. D.

(2018). Leader–member exchange (LMX) differentiation and work outcomes: Conceptual clarification and critical review. Journal of Organizational Behavior, 39(2), 151-168. https://doi.org/10.1002/job.2202

74.

Miller

Kets de Vries

M. F. R.

Toulouse

J.-M.

(1982). Top executive locus of control and its relationship to strategy-making, structure, and environment. Academy of Management Journal, 25(2), 237-253. https://doi.org/10.5465/255988

75.

Mohammed

Billings

R. S.

(2002). The effect of self-efficacy and issue characteristics on threat and opportunity categorization. Journal of Applied Social Psychology, 32(6), 1253-1275. https://doi.org/10.1111/j.1559-1816.2002.tb01435.x

76.

Morrison

E. W.

Phelps

C. C.

(1999). Taking charge at work: Extra role efforts to initiate workplace change. Academy of Management Journal, 42(4), 403-419. https://doi.org/10.5465/257011

77.

Musteen

Liang

Barker

V. L.

(2011). Personality, perceptions and retrenchment decisions of managers in response to decline: Evidence from a decision-making study. Leadership Quarterly, 22(5), 926-941. https://doi.org/10.1016/j.leaqua.2011.07.012

78.

Nagy

Kacmar

Harris

(2011). Dispositional and situational factors as predictors of impression management behaviors. Journal of Behavioral and Applied Management, 12(3), 229-245. https://doi.org/10.21818/001c.17864

79.

Nahrgang

J. D.

Morgeson

F. P.

Ilies

(2009). The development of leader–member exchanges: Exploring how personality and performance influence leader and member relationships over time. Organizational Behavior and Human Decision Processes, 108(2), 256-266. https://doi.org/10.1016/j.obhdp.2008.09.002

80.

T. W. H.

Sorensen

K. L.

Eby

L. T.

(2006). Locus of control at work: A meta-analysis. Journal of Organizational Behavior, 27(8), 1057-1087. https://doi.org/10.1002/job.416

81.

Nishii

L. H.

Mayer

D. M.

(2009). Do inclusive leaders help to reduce turnover in diverse groups? The moderating role of leader–member exchange in the diversity to turnover relationship. Journal of Applied Psychology, 94(6), 1412-1426. https://doi.org/10.1037/a0017190

82.

O’Neil

(2004). Effects of gender and power on PR managers’ upward influence. Journal of Managerial Issues, 16(1), 127-144.

83.

Ong

Mayer

D. M.

Tost

L. P.

Wellman

(2018). When corporate social responsibility motivates employee citizenship behavior: The sensitizing role of task significance. Organizational Behavior and Human Decision Processes, 144, 44-59. https://doi.org/10.1016/j.obhdp.2017.09.006

84.

Organ

D. W.

(1997). Organizational citizenship behavior: It’s construct clean-up time. Human Performance, 10(2), 85-97. https://doi.org/10.1207/s15327043hup1002_2

85.

Paik

(2016). Multilevel conceptualization of leader–member exchange processes: A comprehensive review. Social Behavior and Personality, 44(3), 401-414. https://doi.org/10.2224/sbp.2016.44.3.401

86.

Parker

S. K.

Williams

H. M.

Turner

(2006). Modeling the antecedents of proactive behavior at work. Journal of Applied Psychology, 91(3), 636-652. https://doi.org/10.1037/0021-9010.91.3.636

87.

Phares

E. J.

(1976). Locus of control in personality. General Learning Press.

88.

Podsakoff

N. P.

Whiting

S. W.

Podsakoff

P. M.

Blume

B. D.

(2009). Individual- and organizational-level consequences of organizational citizenship behaviors: A meta-analysis. Journal of Applied Psychology, 94(1), 122-141. https://doi.org/10.1037/a0013079

89.

Raub

Liao

(2012). Doing the right thing without being told: Joint effects of initiative climate and general self-efficacy on employee proactive customer service performance. Journal of Applied Psychology, 97(3), 651-667. https://doi.org/10.1037/a0026736

90.

Raudenbush

S. W.

Bryk

A. S.

(2002). Hierarchical linear models: Applications and data analysis methods (Vol. 1). Sage.

91.

Rotter

J. B.

(1966). Generalized expectancies for internal versus external control of reinforcement. Psychological Monographs: General and Applied, 80(1), 1-28. https://doi.org/10.1037/h0092976

92.

Schriesheim

C. A.

Castro

S. L.

Cogliser

C. C.

(1999). Leader–member exchange (LMX) research: A comprehensive review of theory, measurement, and data-analytic practices. Leadership Quarterly, 10(1), 63-113. https://doi.org/10.1016/S1048-9843(99)80009-5

93.

Schyns

(2006). Are group consensus in leader–member exchange (LMX) and shared work values related to organizational outcomes? Small Group Research, 37(1), 20-35. https://doi.org/10.1177/1046496405281770

94.

Shrout

P. E.

Fleiss

J. L.

(1979). Intraclass correlations: Uses in assessing rater reliability. Psychological Bulletin, 86(2), 420-428. https://doi.org/10.1037/0033-2909.86.2.420

95.

Sitkin

S. B.

Pablo

A. L.

(1992). Reconceptualizing the determinants of risk behavior. Academy of Management Review, 17(1), 9-38. https://doi.org/10.5465/amr.1992.4279564

96.

Sitkin

S. B.

Weingart

L. R.

(1995). Determinants of risky decision-making behavior: A test of the mediating role of risk perceptions and propensity. Academy of Management Journal, 38(6), 1573-1592. https://doi.org/10.5465/256844

97.

Spector

P. E.

(1982). Behavior in organizations as a function of employee’s locus of control. Psychological Bulletin, 91(3), 482-497. https://doi.org/10.1037/0033-2909.91.3.482

98.

Stajkovic

A. D.

Luthans

(2002). Social cognitive theory and self-efficacy: Implications for motivation theory and practice. In Porter

L. W.

Bigley

G. A.

Steers

R. M.

(Eds.), Motivation and work behavior (7^th ed., pp. 126-140). McGraw-Hill.

99.

Staw

B. M.

Sandelands

L. E.

Dutton

J. E.

(1981). Threat rigidity effects in organizational behavior: A multilevel analysis. Administrative Science Quarterly, 26(4), 501-524. https://doi.org/10.2307/2392337

100.

Sui

Wang

Kirkman

B. L.

(2016). Understanding the curvilinear relationships between LMX differentiation and team coordination and performance. Personnel Psychology, 69(3), 559-597. https://doi.org/10.1111/peps.12115

101.

Turnley

W. H.

Bolino

M. C.

(2001). Achieving desired images while avoiding undesired images: Exploring the role of self-monitoring in impression management. Journal of Applied Psychology, 86(2), 351-360. https://doi.org/10.1037/0021-9010.86.2.351

102.

Van der Vegt

G. S.

Bunderson

J. S.

(2005). Learning and performance in multidisciplinary teams: The importance of collective team identification. Academy of Management Journal, 48(3), 532-547. https://doi.org/10.5465/amj.2005.17407918

103.

Vidyarthi

P. R.

Liden

R. C.

Anand

Erdogan

Ghosh

(2010). Where do I stand? Examining the effects of leader–member exchange social comparison on employee work behaviors. Journal of Applied Psychology, 95(5), 849-861. https://doi.org/10.1037/a0020033

104.

Wang

K. L.

Groth

(2014). Buffering the negative effects of employee surface acting: The moderating role of employee–customer relationship strength and personalized services. Journal of Applied Psychology, 99(2), 341-350. https://doi.org/10.1037/a0034428

105.

Wayne

S. J.

Ferris

G. R.

(1990). Influence tactics, affect, and exchange quality in supervisor–subordinate interactions: A laboratory experiment and field study. Journal of Applied Psychology, 75(5), 487-499. https://doi.org/10.1037/0021-9010.75.5.487

106.

Withey

M. J.

Cooper

W. H.

(1989). Predicting exit, voice, loyalty, and neglect. Administrative Science Quarterly, 34(4), 521-539. https://doi.org/10.2307/2393565

107.

Matta

F. K.

Cornfield

(2018). Is LMX differentiation beneficial or detrimental for group effectiveness? A meta-analytic investigation and theoretical integration. Academy of Management Journal, 61(3), 1158-1188. https://doi.org/10.5465/amj.2016.1212

108.

Zhou

Shin

S. J.

Cannella

A. A.

(2008). Employee self-perceived creativity after mergers and acquisitions: Interactive effects of threat–opportunity perception, access to resources, and support for creativity. Journal of Applied Behavioral Science, 44(4), 397-421. https://doi.org/10.1177/0021886308328010

Individual Variation in Responding to Leader–Member Exchange Differentiation: The Moderating Roles of Internal Locus of Control and Self-Efficacy

Abstract

Keywords

Get full access to this article

References