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Are you really doing good things in your boss's eyes? Interactive effects of employee innovative work behavior and leader–member exchange on supervisory performance ratings
Author(s) -
Schuh Sebastian C.,
Zhang Xinan,
Morgeson Frederick P.,
Tian Peng,
van Dick Rolf
Publication year - 2017
Publication title -
human resource management
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 1.888
H-Index - 94
eISSN - 1099-050X
pISSN - 0090-4848
DOI - 10.1002/hrm.21851
Subject(s) - boss , moderated mediation , psychology , mediation , supervisor , affect (linguistics) , quality (philosophy) , perception , performance appraisal , social exchange theory , work (physics) , perspective (graphical) , social psychology , applied psychology , business , public relations , management , computer science , sociology , political science , mechanical engineering , social science , philosophy , materials science , communication , epistemology , neuroscience , artificial intelligence , economics , engineering , metallurgy
Organizations increasingly depend on employee efforts to innovate. However, the quality of relationships between leaders and employees may affect the recognition that employees receive for their innovative work behaviors. Drawing from a social cognition perspective, we tested a model in which leader–member exchange (LMX) moderates the impact of employee innovative work behavior on supervisory ratings of employee performance. Results from two multisource studies combining self, colleague, and supervisor ratings consistently showed that employees receive more favorable performance ratings by engaging in innovative work behavior when they have high‐quality LMX relationships. Moreover, we found that this interactive relationship was mediated by leader perceptions of innovative employee efforts, providing support for a moderated mediation model. Implications for the literatures on performance appraisal, LMX, and innovation are discussed.