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Relative Leader–Member Exchange Within Team Contexts: How and when Social Comparison Impacts Individual Effectiveness
Author(s) -
Hu Jia,
Liden Robert C.
Publication year - 2012
Publication title -
personnel psychology
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 6.076
H-Index - 142
eISSN - 1744-6570
pISSN - 0031-5826
DOI - 10.1111/peps.12008
Subject(s) - psychology , organizational citizenship behavior , social psychology , multilevel model , job satisfaction , sample (material) , job performance , identification (biology) , organizational commitment , biology , chemistry , botany , chromatography , machine learning , computer science
A multilevel model was developed to examine how and when a focal individual's leader–member exchange (LMX) relative to the LMXs of coworkers within the team (relative LMX, or RLMX) influences individual in‐role performance, organizational citizenship behavior (OCB), and job satisfaction. Results, based on a sample of 275 leader–member dyads within 35 teams of a beverage company, largely supported the hypotheses. Specifically, using multilevel polynomial regression analyses, the results showed that self‐efficacy partially mediated the relationship between RLMX and in‐role performance and job satisfaction, and fully mediated the relationship between RLMX and OCB. Furthermore, the results demonstrated that team identification attenuated RLMX's direct effect on self‐efficacy, and indirect effects on in‐role performance and OCB and team supportive behavior attenuated RLMX's direct effect on self‐efficacy and indirect effect on in‐role performance.