[Updated on Apr. 18] Integration of CiNii Articles into CiNii Research

SOCIAL EXCHANGE RELATIONSHIPS WITH A LEADER AND SUBORDINATE WORK ROLE PERFORMANCE : A SELF-VERIFICATION THEORY PERSPECTIVE

DOI

Bibliographic Information

Other Title
  • 上司との社会的交換関係と従業員の役割成果 : 自己確証理論に基づいて
  • ジョウシ ト ノ シャカイテキ コウカン カンケイ ト ジュウギョウイン ノ ヤクワリ セイカ : ジコ カクショウ リロン ニ モトズイテ

Search this article

Abstract

The leader-member exchange (LMX) theory, a relation-based approach, holds a unique place in the field of leadership. Based on the social exchange theory, many LMX studies have exclusively examined the link between LMX and employee work role performance. Most of these studies have reported positive relationships between LMX and subordinate work role performance. However, questions remain regarding whether highquality LMX always improves employee work role performance. The present study attempts to examine the interactive effect of LMX with individual differences (organization-based self-esteem (OBSE) in this study) on employee work role performance. Furthermore, little is known about the main effect of LMX and OBSE on employee performance or the joint effect of both on employee performance in East Asian countries in particular. The purpose of this study is therefore twofold : (1) to estimate the main effects of an employee's LMX and OBSE on his or her work role performance, including extra- and career-role performance, in Korea ; (2) to investigate the interactive effects of an employee's LMX and OBSE on his or her work role performance (i.e., extra- and career-role performance) using self-verification theory. In doing so, we expect this study to make three major contributions to the field. First, it extends past research that has explored the independent effects of LMX and OBSE in the two separate literatures by examining the interactive effects of both of these constructs in predicting the work role performance of employees. Second, this study broadens previous empirical work by focusing on testing the effects of LMX and OBSE on multiple forms of work role performance, including team-, organization-, and career-role performance. Finally, it provides evidence to generalize the relationships among LMX, OBSE, and the work role performance of employees in an East Asian culture by demonstrating self-verification motives by using a sample of Korean employees.

Journal

Related Projects

See more

Details

  • CRID
    1390001205819064832
  • NII Article ID
    110009577655
  • NII Book ID
    AA11125284
  • DOI
    10.24472/keieijournal.30.0_64
  • ISSN
    24242055
    18820271
  • NDL BIB ID
    024250380
  • Text Lang
    ja
  • Data Source
    • JaLC
    • NDL
    • CiNii Articles
    • KAKEN
  • Abstract License Flag
    Disallowed

Report a problem

Back to top