Role of Leader-Member Exchange and Impression Management in Employee Performance at Hotels

Abstract

The objective of current research is to determine the role of leader-member exchange and impression management in employee performance at hotels. It aims, on the one hand to identify the relationship between different impression management tactics and employee performance and on the other hand between leader-member exchange and employee performance. This research is based on survey methodology. A convenience sample of 362 employees representing 20 five star hotels Located in Cairo were chosen for investigation. Results of this study revealed that there is a significant difference between leader member exchange and employee performance. In addition, leader-member exchange was found to have a significant relationship with impression management. Five impression management behaviors were chosen in the research to investigate its effects on employee performance namely; self-promotion, ingratiation, exemplification, intimidation, and supplication. The research findings also revealed that there is no significant difference between impression management and employees performance.

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Distributive Injustice and Work Disengagement in the Tourism and Hospitality Industry: Mediating Roles of the Workplace Negative Gossip and Organizational Cynicism

“…Social Exchange Theory suggests that individuals engage in relationships and interactions with an inherent expectation of reciprocity [51,52]. Distributive injustice disrupts this reciprocal exchange by creating a perception of inequity in the distribution of efforts and rewards.…”

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