| Employee retaliation: The neglected consequence of poor leader-member relations |
| | Townsend, Joellyn | Assessment Solutions, Inc. | jtownsend@asisolutions.com | (212)-319-8400 |
| | Phillips, James S. | U. of Houston | jphillips@uh.edu | (713)-743-4660 |
| | Elkins, Teri J. | U. of Houston | elkins@uh.edu | (713)-743-4669 |
| | The beneficial effects of high quality leader-member exchange relationships (LMX) have been well documented in the leadership literature. Much less is known, however, about the potentially damaging effects that a poor exchange relationship might have on subordinates. The purpose of the present study was, therefore, to investigate the relationship between LMX and employee retaliation behavior. The relationships of LMX to performance, citizenship, and retaliation behaviors were investigated in 150 leader-member dyads. Consistent with prior research, ratings of subordinate performance and citizenship behavior were each positively related to LMX. In addition, however, LMX was significantly and negatively correlated with retaliation behavior. Subordinates in poor exchange relationships with their supervisors were significantly more likely to engage in retaliation against the organization than were subordinates in high quality exchange relationships. Thus, the absence of a high quality leader-member exchange relationship was not simply associated with the absence of positive behavior. It apparently also led to markedly dysfunctional behavior. Interestingly, these results held regardless of whether LMX was measured from the supervisor's or the subordinate's perspective, thereby lending more veracity to the findings. |
| | Keywords: Leadership; Retaliation behavior; Citizenship |
| Testing the Cultural Boundaries of a Model of Trust: Subordinate-Manager Relationships in Norway and the United States |
| | Whitener, Ellen M. | U. of Virginia | emw8r@virginia.edu | (804)-924-7091 |
| | Maznevski, Martha L. | U. of Virginia | martha@virginia.edu | (804)-924-3272 |
| | Saebo, Snorre R. | Human Factors AS/Oslo Norway | ssaeboe@online.no | (472)-244-5060 |
| | Ekelund, Bjorn Z. | Human Factors AS/Oslo Norway | bjorn.z.ekelund@human-factors.no | (472)-244-5060 |
| | The purpose of this study is to test a model of trust in the organizational setting,
incorporating hypotheses about the effect of culture on the trust process. We predict that
subordinates' trust in their supervisors is a function of their perceptions of their supervisors'
behavior and their own propensity to trust. In addition, subordinates' cultural orientation toward
relationships moderates the relationship between their perceptions of their managers'
trustworthiness and trust, and their orientation to human nature directly affects propensity to
trust. Subordinates are more likely to trust their managers if they perceive that their managers
engage in the subset of trustworthy behavior that fits with the behavioral assumptions associated
with the subordinates' cultural background. In particular, cultural differences in individualism,
collectivism, and hierarchy affect whether a particular subset of behavior builds trust in a
manager. Subordinates who assume that people are generally good (as opposed to evil) will have
higher propensity to trust. We test these predictions using data collected with questionnaires
completed by businesspeople in Norway (n=128) and the United States (n=203).
Analyses confirm the overall model and cultural differences. Perceptions of behavior
have direct effects on trust and propensity to trust has an indirect impact through perceptions of
behavior. Depending on the cultural orientation, different subsets of expectations of behavior
appear to build subordinates' trust in their managers. We suggest that across cultures, trust
builds when managers' behavior exceeds, not just meets expectations. These results highlight the
importance of developing and testing models incorporating cultural differences. |
| | Keywords: Interpersonal trust; Cultural orientations; Cultural differences |
| Birds of a Feather...? How supervisor-subordinate dissimilarity moderates the influence of supervisor behaviors on workplace attitudes. |
| | Ferrier, Walter J. | U. of Kentucky | wallyf@pop.uky.edu | 606-257-9326 |
| | Duffy, Michelle K. | U. of Kentucky | mkduff2@pop.uky.edu | (606)-257-3741 |
| | Most recent research on relational demography in supervisor-subordinate dyads has examined the main effects
of (1) supervisory behaviors or (2) dissimilarity within the dyad on individual and organizational outcomes. The
present study however, explored the moderating effects of subordinate-supervisor demographic dissimilarity
on the relationship between supervisor behaviors and employee outcomes. In particular, we hypothesized that
the relationship between supervisor behaviors and (e.g. delegation, procedural justice, abuse and monitoring) and
employee outcomes (e.g. trust and organizational commitment) would be strongest when there was a demographic
dissimilarity between the subordinate and the supervisor. We tested our hypotheses among a sample of Japanese
and American middle to upper level managers working in a Japanese owned firm located in Midwestern United
States. Our results suggest that trust and organizational commitment were highest within demographically
dissimilar supervisor-subordinate dyads (as opposed to similar dyads) when supervisors exhibited that facilitate
delegation and foster procedural justice as perceived by subordinates. In contrast, employee outcomes were lowest
within dissimilar supervisor-subordinate dyads when supervisors monitored their subordinates excessively.
Overall, these findings contribute to our understanding of how supervisory behaviors and their attendent outcomes
depend on relational demographics. |
| | Keywords: supervisor behavior; demographic dissimilarity; cross-cultural leadership |
| Balanced and Unbalanced Leadership Relationships: A Three-Sample Investigation into the Outcomes Associated With Four Different Types of Leader-Member Exchanges |
| | Cogliser, Claudia C. | Oregon State U. | cogliser@aol.com | 305-284-5846 |
| | Schriesheim, Chester A. | U. of Miami | chet@miami.edu | 305-284-3758 |
| | Scandura, Terri A. | U. of Miami | drscandura@aol.com | 305-284-3746 |
| | Neider, Linda L. | U. of Miami | lneider@miami.edu | (305) 284-6123 |
| | Building upon the framework of Tsui, Pearce, Porter, and Tripoli (1997), a model of balance and inbalance in supervisor and subordinate perceptions of leader-member exchange quality is formulated. Four hypotheses are then derived from the model and tested in three independent samples: (1) 291 matched supervisor-subordinate dyads in a large southeastern county library system, (2) 150 matched dyads drawn from a large western bank, and (3) 116 matched dyads from a southern flower-importing company. Using three different measures of leader-member exchange (Graen & Scandura, 1984; Graen & Uhl-Bien, 1995; Schriesheim, Neider, Scandura, & Tepper, 1992), and utilizing MANOVA, MANCOVA, ANOVA, and Scheffe tests, reasonably consistent support was found for the hypotheses. The balanced/in-group relationship had the highest levels of supervisor-rated performance and subordinate-rated organizational commitment and job satisfaction; the balanced/out-group relationship had the lowest levels, while the two unbalanced relationships were intermediate in level. Implications of the current investigation are discussed, along with limitations and directions for future LMX research. |
| | Keywords: Self-other agreement; Leader-member exchange |
| Leader-member exchange and its dimensions: Effects of self and other effort on relationship quality |
| | Maslyn, John M. | Vanderbilt U. | maslynjm@ctrvax.vanderbilt.edu | (615)-343-0791 |
| | Uhl-Bien, Mary | U. of Central Florida | mary.uhl-bien@bus.ucf.edu | (407) 823-2915 |
| | Leader-member exchange (LMX) research has traditionally explored antecedents and development of LMX through analysis of leader and follower characteristics and the interaction of these characteristics with each other and with contextual variables. How the members of the dyads actually interact to form the relationships (e.g., who puts forth effort) has been essentially left to theory. The present study addresses this gap in the literature by examining reports of the past effort expended by each party toward relationship development, how this affects whether the relationship developed as expected, and intentions to exert future effort toward relationship development. Findings show that both managers and subordinates reported higher quality LMX relationships when the other member of the dyad was perceived to put forth effort into relationship development. Reports of one’s own effort toward relationship development were not significant predictors of LMX. However, one’s own effort did interact with perceptions of the other’s effort such that the highest levels of LMX were achieved when both parties contributed to relationship development. Examination of the four dimensions of LMX (Liden & Maslyn, 1998) revealed unique effects for effort depending on the dimension considered. In addition, analysis of met expectations of LMX relationship quality also showed the importance of effort on the part of the other member of the dyad. Finally, intentions of future effort were predicted by past effort, and an interaction was found between LMX and one’s own past effort in predicting future effort. Implications are discussed.
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| | Keywords: LMX; Development; Effort |