Social identity theory and leader–member exchange: individual, dyadic and situational factors affecting the relationship between leader–member exchange and job performance

Abstract

Purpose This study aims to integrate social identity and leader–member exchange (LMX) theory to investigate the processes and boundary conditions around LMX–performance relationships. Through the application of two leader–follower subsamples, the authors test three main objectives. What is the effect of multi-dimensional dyad value-congruence on LMX and how does congruence on these dimensions differentially influence leader and follower perceptions of LMX? In a subsample of followers including supervisor-rated performance, the authors develop a model that examines how individual values moderate the effect of dyad contact on supervisor-rated job performance mediated by follower LMX. Design/methodology/approach The participants for this study include graduate and undergraduate social work students who were taking part in a one-year work placement within a social work organization as well as their immediate supervisors. Across a four-month period, participants filled out measures of their supervisor contact, work values and LMX. Supervisor-rated performance was also included. Findings Findings from the dyadic subsample show that growth value congruence is a predictor of follower-rated LMX, with value congruence across all values having no effect on leader-rated LMX. Within a subsample of followers, findings suggest that follower-rated LMX mediates the relationship between dyad contact and supervisor-rated job performance, with individual work values moderating this effect. Originality/value The current study offers several contributions to the literature on LMX and job performance. First, in this study’s dyadic leader–follower sample, the authors extend propositions made by social identity theory around value congruence and LMX by offering support for a multi-dimensional and multi-target approach to questions of values and LMX. Second, within this study’s larger non-dyadic sample, the authors offer insights into previous conflicting findings around dyad contact and LMX, by offering support for the indirect effect of dyad contact on supervisor-rated performance via LMX. Third, within this second sample, the authors also extend the literature on values and LMX to show that the process through which LMX influences job performance is dependent on follower values.

Transformational leaders’ approach to overcapacity: A study in correctional institutions

“…Thus, H5 is accepted. Supported by [ 16 , 51 , 52 ] stated that there is a positive relationship between LMX and JP. The result shows that the quality of the LMX will affect the level of reciprocity between the leader and correctional officers at the Ministry of Law and Human Rights of West Java with other resources such as information and opportunities to be involved in the decision-making process, and high-quality LMXs are distinguished by higher requirements concerning follower performance, as a result of the commitment of leaders at the West Java Ministry of Law and Human Rights.…”

“…They are then motivated to engage in behaviors that reinforce membership in a valuable identity group through interactions with other ingroup members. [ 16 ] which is important to produce the right performance. Supported by [ 16 , 51 , 52 ] stated that there is a positive relationship between LMX and JP.…”

“…[ 16 ] which is important to produce the right performance. Supported by [ 16 , 51 , 52 ] stated that there is a positive relationship between LMX and JP.…”

“…This supervisor-subordinate connection is commonly referred to as a leader-member exchange in the literature (LMX). The construction of work conceptions that center around various components of work assignments and positions is a part of the LMX [ 16 ]. Leader-member exchange is also expressed as a measure of the quality of the relationship between leaders and subordinates, including loyalty, understanding, trust, and expertise [ 17 ].…”

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“…The relationship of the leader with his/her followers is often conceptualized in terms of leader-member exchange (LMX) relationship (Thrasher et al, 2020). The LMX theory demonstrates the role of interpersonal processes between the leader and his/her follower (Erdogan, Kraimer, and Liden, 2004).…”