Although the beneficial effects of high-quality leader-member exchange (LMX) relationships have been well-documented in the leadership literature, much less is known about the potentially damaging effects of poor exchange relationships. Using 150 intact leader-member dyads, the authors investigated the relationship between LMX and supervisors' reports of employee retaliation behavior, performance, and citizenship. Results indicated that performance and citizenship were positively related to LMX. More important, LMX was negatively correlated with retaliation behavior. Supervisors reported that subordinates in poor exchange relationships were more likely to engage in retaliation against the organization than subordinates in high-quality relationships. The lack of a high-quality exchange relationship was, therefore, not just associated with the absence of positive consequences but also led to reports of potentially disruptive behaviors.
AND Lois E. 'ETRICK~Previous research demonstrated that individuals differ in the relative sophistication of their schemas for organizing and interpreting social stimuli (i.e., attributional complexity, or AC) and that AC has been linked to performance in social situations. In the present study, 420 employed students completed surveys for an investigation of the relationship between individual, work role, and job characteristics; AC; and job performance. Educational level and major predicted AC, but leader-member exchange (LMX), decision latitude (DL), and socialhask complexity of the job did not. Contrary to expectations, social and task complexity did not interact with DL and LMX to predict AC. AC, DL, LMX, and educational level predicted job performance. Further, AC interacted with social complexity of the job to predict performance. The results suggest that AC may be both content and process based, and predictive of performance in certain jobs.
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