Your boss is the problem and solution: How supervisor-induced hindrance stressors and LMX influence employee job neglect and subsequent performance

McLarty, Benjamin D.; Muldoon, Jeffrey; Quade, Matthew J.; King, Robert Allen

doi:10.1016/j.jbusres.2021.03.032

Cited by 43 publications

(36 citation statements)

References 74 publications

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“…However, the results regarding the role of LMX have not always been consistent with researchers’ expectations. For example, some studies have demonstrated that LMX can reduce the negative influence of hindrance stressors on task performance and OCBs ( McLarty et al, 2020 ), as well as affective commitment ( Montani et al, 2017 ). Nevertheless, contrary to the expectation that LMX acts as a buffer against the negative correlation between stressors and ego depletion, Xia et al (2020) found that hindrance stressors are associated with higher resource depletion in employees with high-LMX relationships.…”

Section: Discussionmentioning

confidence: 99%

The Mixed Effect of Role Overload on Extra-Role Performance: The Mediation Role of Behavioral Inhibition System/Behavioral Activation System Responses

Huang

Xia

2021

Front. Psychol.

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The findings of existing studies of how role overload affects employees’ performance in organizations have been mixed and controversial. We draw on the hindrance–challenge framework to suggest that role overload contains both hindrance and challenge stressor components. We integrate this theory with the behavioral inhibition and behavioral activation systems (BIS and BAS) perspective to develop hypotheses about the effects of role overload on employees’ extra-role performance (voice). We suggest that although role overload is positively associated with withdrawal (a prototypical response of the BIS system) and ultimately negatively influences extra-role performance, it can also trigger job crafting (a prototypical response of the BAS system) and is, consequently, positively associated with extra-role performance. We further posit that the strength of these indirect effects is moderated by the quality of leader–member exchange (LMX). To support these hypotheses, we conducted a time-lagged study of 450 full-time pre-school teachers from various Chinese kindergartens. As hypothesized, we found that withdrawal and job crafting mediated the relationship between role overload and extra-role performance. Further, LMX strengthens the positive relationship between role overload and job crafting. Taken together, our results suggest that role overload can be a mixed stressor that activates both negative and positive behaviors, thus ultimately having an impact on extra-role performance.

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Section: Discussionmentioning

confidence: 99%

The Mixed Effect of Role Overload on Extra-Role Performance: The Mediation Role of Behavioral Inhibition System/Behavioral Activation System Responses

Huang

Xia

2021

Front. Psychol.

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“…In other words, the support of a leader or the positive relationship between leaders and members is a representative job resource, which has a positive effect on effective job performance [ 37 ]. An empirical study applied the conservation of resource theory and suggested that LMX functions as a job resource that increases job performance by reducing employee stress [ 38 ]. Scott and Bruce (1994) revealed that LMX had a positive effect on innovation behavior [ 3 ].…”

Section: Theoretical Background and Hypothesesmentioning

confidence: 99%

Innovative Behavior in the Workplace: An Empirical Study of Moderated Mediation Model of Self-Efficacy, Perceived Organizational Support, and Leader–Member Exchange

Choi

Kang

Choi

2021

Behavioral Sciences

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Recently, most organizations, from for-profit organizations to nonprofit organizations, are facing a rapidly changing environment and increased uncertainty. Organizational performance now depends on quickly responding and overcoming change through employees’ innovative behavior. As the importance of innovative behavior has been highlighted, many organizations are looking for effective ways to encourage employees to adopt innovative behavior. From the resource perspective, innovative behavior can be regarded as high-intensity job demand, and organizations should support innovative behavior by providing and managing employees’ resources. Based on the conservation of resource perspective, this study attempted to empirically explore how self-efficacy and perceived organizational support affect the relationship between leader–member exchange (LMX) and innovative behavior. Using two-wave, time-lagged survey data from 337 employees in South Korea, we found that leader–member exchange enhances innovative behavior via the mediation of self-efficacy. Additionally, perceived organizational support positively moderates the relationship between leader–member exchange and self-efficacy. Our findings demonstrate that self-efficacy is a mediating mechanism in the relationship between leader–member exchange and innovative behavior. Furthermore, this study suggests that the higher the level of perceived organizational support, the greater the effect of leader–member exchange on innovative behavior affected by self-efficacy.

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“…The impression management theory considers that the successful implementation of the ingratiation can make the target feel good, which leads the target produce positive reciprocations to the participant (Goffman, 1959). Earlier studies have shown that subordinates with high-quality LMX relationships with their supervisors gain a number of advantages and benefits such as better opportunities (Usman et al, 2021), more recognition (Herman and Mitchell, 2010), formal and informal rewards (Wayne et al, 2004;Ilies et al, 2007), career development (Liden et al, 2000;Breland et al, 2007;Naseer et al, 2016), easier access to different resources (Tummers and Knies, 2013), and performance rating (Harris et al, 2009;McLarty et al, 2021). Since the supervisor has the decision-making power of important resources, including decision-making of work assignment, performance evaluation, or promotion decision, the supervisor is more inclined to give good resources or opportunities to those who have high-quality LMX.…”

Section: The Mediation Effect Of Lmxmentioning

confidence: 99%

Upward Ingratiation Outside the Workplace and Supervisor’s Human Resource Decisions: Moderating Effect of Zhongyong Thinking

Hui

Guo

Wang³

et al. 2021

Front. Psychol.

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Ingratiation is a common strategy for subordinates to deal with their supervisors in eastern and western societies. Based on the theory of impression management, this study focuses on the impact of upward ingratiation outside the workplace on supervisor’s human resource (HR) decisions in the Chinese context and the mechanism behind this impact. The data were collected from 252 supervisor-subordinate dyads in four manufacturing firms. The results demonstrate the following: first, supervisors hold a more favorable view of upward ingratiation outside the workplace; second, upward ingratiation outside the workplace has a positive effect on the supervisor’s chance of promotion and bonus allocation decisions, and leader-member exchange (LMX) plays a mediation role in this influence; third, Zhongyong thinking (ZYT) moderates the relationship between LMX and supervisor’s chance of promotion and bonus allocation decisions; and finally, ZYT moderates the indirect effect of ingratiation behavior outside the workplace on supervisor’s chance of promotion and bonus allocation decisions through LMX, and the mediated relationship is weakened when a supervisor has a higher level of ZYT. This is one of the first empirical studies, which examines the validity of subordinate’s upward ingratiation outside the workplace from the perspective of supervisor’s ZYT. This study plays an important role in highlighting the effect of ZYT on the ingratiation behavior.

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Your boss is the problem and solution: How supervisor-induced hindrance stressors and LMX influence employee job neglect and subsequent performance

Cited by 43 publications

References 74 publications

The Mixed Effect of Role Overload on Extra-Role Performance: The Mediation Role of Behavioral Inhibition System/Behavioral Activation System Responses

The Mixed Effect of Role Overload on Extra-Role Performance: The Mediation Role of Behavioral Inhibition System/Behavioral Activation System Responses

Innovative Behavior in the Workplace: An Empirical Study of Moderated Mediation Model of Self-Efficacy, Perceived Organizational Support, and Leader–Member Exchange

Upward Ingratiation Outside the Workplace and Supervisor’s Human Resource Decisions: Moderating Effect of Zhongyong Thinking

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