The Journal of applied psychology
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In 2 field studies, we demonstrated that the relationship between leader-member exchange (LMX) and organizational citizenship behavior (OCB) is moderated by employee role perceptions--the extent to which employees view specific types of OCB as in-role behavior (IRB) versus extra-role behavior (ERB). In addition, we predicted and demonstrated that the form of these interactions differs on the basis of the type of OCB. ⋯ In contrast, for voice (aimed at the supervisor or the organization), results demonstrate an enhancer effect in which viewing voice as IRB amplifies the positive effect of high-quality LMX on voice. We discuss theoretical and practical implications with an emphasis on how conceptual differences in types of OCB influence the interactive effects of role perceptions on LMX-OCB relationships.
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Psychological contracts contain both relational and transactional elements, each of which is associated with unique characteristics. In the present research, the authors drew on these distinct qualities to develop and test hypotheses regarding differential employee reactions to underfulfillment, fulfillment, and overfulfillment of relational and transactional promises. Further, the authors extended their test of the theoretical distinctions between relational and transactional contracts by assessing the relevance of trust as a key underlying mechanism of relational and transactional psychological contract breach effects. ⋯ Edwards, and D. M. Cable's (2003) recent recommendation that the traditional conceptualization and study of psychological contract breach requires expansion.
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Laissez-faire leadership has received much less attention than have the 3 transactional leadership dimensions of the Multifactor Leadership Questionnaire (MLQ). However, laissez-faire leadership has shown strong negative relationships with various leadership criteria, and the absence of leadership (laissez-faire leadership) may be just as important as is the presence of other types of leadership. ⋯ Using a reinforcement perspective, the authors developed measures and examined the effects of the lack of performance-contingent reinforcement in 2 forms: reward omission (leader nonreinforcement of good subordinate performance) and punishment omission (leader nonreinforcement of poor subordinate performance). They found strong evidence in support of the construct validity of the new measures and found that omission was related to follower satisfaction with the leader, subordinate-rated leader effectiveness, subordinate-perceived role clarity, and supervisor-rated subordinate performance. (PsycINFO Database Record (c) 2008 APA, all rights reserved).
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Prior integrations of the leader-member exchange (LMX) and psychological contract literatures have not clarified how within-group LMX differentiation influences employees' attitudes and behaviors in the employment relationship. Therefore, using a sample of 278 members and managers of 31 intact work groups at 4 manufacturing plants, the authors examined how LMX operating at the within-group level (relative LMX, or RLMX) and the group level influenced perceptions of psychological contract fulfillment and employee-level outcomes. ⋯ Perceptions of fulfillment mediated the relationship between RLMX and performance and sportsmanship behaviors. The importance of conceptualizing LMX as simultaneously operating at multiple levels is highlighted.
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The authors investigate whether known person predictors (trait anger, trait aggression) and situational predictors (perceived interpersonal mistreatment, perceived organizational sanctions against aggression) of supervisor-targeted aggression also predict employee's aggression toward other workplace targets, namely peers, subordinates, and customers' aggression toward service providers. The authors also investigate the moderating impact of situational factors on the relationship between person factors and aggression. Participants (N = 308) were asked whether they had a conflict with their supervisor, a subordinate, a work peer, and/or a service provider in the past 6 months. Different patterns of main and interaction effects emerged across the 4 targets, suggesting the importance of accounting for the target of aggression in workplace aggression research.