The purpose of this paper is to examine the relationship between leader-member exchange (LMX) differentiation and team members’ job performance. The conceptual model developed in this paper also investigates the moderating role of the perception of organisational politics (POP) in affecting the association between LMX differentiation and team members’ job performance.
The authors collected data using a survey from 32 Chinese firms. The questionnaire included scales measuring LMX, POP, job performance, and demographic variables. The final sample consisted of 122 teams with 561 employees. The hypothesised relationships among variables were assessed using hierarchical linear modelling.
The results show that the higher the LMX differentiation, the lower the level of team members’ contextual performance. The authors also found that POP has a significant effect in positively moderating the relationships between LMX differentiation and team members’ contextual and task performances.
The conceptual model developed and verified in this paper provides essential insights for the research on LMX and job performance. Future studies are suggested to collect cross-national data to examine the conclusions of this study.
The association between LMX differentiation and team members’ job performance is moderated by the degree of POP.
This research is funded by the National Nature Science Foundation of China (Grant No. 71502056; Grant No.71673082). The authors appreciate the Editor and referees for their insightful comments and suggestions. All errors are the authors.
Yuan, L., Xiao, S., Li, J., Chen, C. and Ning, L. (2016), "Leader-member exchange differentiation and team member performance: The moderating role of the perception of organisational politics", International Journal of Manpower, Vol. 37 No. 8, pp. 1347-1364. https://doi.org/10.1108/IJM-11-2014-0221Download as .RIS
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