Management And Labor Relations

Title

Lmx and Subordinate Performance: The Moderating Effects of Task Characteristics

Document Type

Article

Publication Date

Winter 2002

Publication Title

Journal of Business and Psychology

Abstract

Role conflict, role ambiguity, and intrinsic task satisfaction are found to moderate the relationship between leader-member exchange (LMX) and subordinate performance. Data from a field study of 146 supervisor-subordinate dyads indicate low conflict, high ambiguity, and high intrinsic satisfaction enhance the link between LMX and performance. Neutralizing effects are found when ambiguity and intrinsic satisfaction are low. High conflict appears to have a constraining effect, whereby the connection between LMX and performance is reduced but not neutralized. Results from the study call attention to the theoretical and practical benefits of examining the LMX/performance link from a contingency perspective, and offer a viable, albeit tentative, explanation for inconsistent findings reported in earlier studies. [ABSTRACT FROM AUTHOR]

Original Citation

Dunegan, K. J., Uhl-Bien, M., & Duchon, D. (2002). Lmx and subordinate performance: the moderating effects of task characteristics. Journal Of Business & Psychology, 17(2), 275-285.

DOI

10.1023/A:1019641700724

Volume

17

Issue

3

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