Leader-member exchange and job performance: The mediating roles of delegation and participation
Abstract
Purpose
The purpose of this paper is to examine the relationship between leader-member exchange (LMX) and job performance and the utility of delegation and participation as mediators of the aforementioned relationship.
Methodology
A survey approach was used in this research. Regression analyses, including mediation analyses, on data from 268 employees in a large public sector organisation were conducted.
Findings
The findings revealed that both delegation and participation were significant mediating variables of the relationship between LMX and job performance.
Research limitation
The limitations of the study include the use of self-report and cross-sectional data. Future research could include multi-source data, and a longitudinal research design.
Practical implication
The implications of the findings for theory and management are discussed, including the use of delegation and participation as effective instruments for developing and maintaining strong manager-employee relationships to improve social capital and enhance job performance.
Originality value
This paper enhances understanding of LMX, and sheds some light on how LMX and participative decision making can influence employee job performance.
Keywords
Citation
Choy, J., McCormack, D. and Djurkovic, N. (2016), "Leader-member exchange and job performance: The mediating roles of delegation and participation", Journal of Management Development, Vol. 35 No. 1, pp. 104-119. https://doi.org/10.1108/JMD-06-2015-0086
Publisher
:Emerald Group Publishing Limited
Copyright © 2016, Emerald Group Publishing Limited