Supervisor and Subordinate Perceptions of Leader-Member Exchange: Examining Idiosyncratic Deals and Work-Family Experiences in a Moderated Mediation Model
type: CreativeWork
description: The extant literature recognizes that subordinates in high-quality leader-member exchange (LMX) relationships experience the most favorable outcomes (Dulebohn, Bommer, Liden, Brouer, & Ferris, 2012). In exchange for their unwavering commitment and superior job performance, high LMX subordinates benefit from greater access to valuable resources (e.g., communication, support, and negotiating latitude; Gerstner & Day, 1997), which can then be used to combat job demands and facilitate accomplishment of the subordinates’ salient goals (Agarwal, Datta, Blake-Beard, & Bhargava, 2012; Hobfoll, 2001). Meta-analytic evidence suggests that LMX also has critical implications for work-family outcomes (Litano, Major, Streets, Landers, & Bass, 2016), however, the mechanisms through which the LMX relationship influences work-family experiences remain unclear. The present study sought to clarify this process by examining the relationship between LMX and idiosyncratic deals (i-deals) along with resultant work-family experiences. Drawing from social exchange (Blau, 1964), role (Kahn, Wolfe, Quinn, Snoek, & Rosenthal, 1964), and job characteristics (Hackman & Oldham, 1980; Humphrey, Nahrgang, & Morgeson, 2007) theories, it was hypothesized that both flexibility and developmental i-deals are positively related to work-family enrichment, and that flexibility i-deals are negatively related to work interference with family. In addition, given that a key characteristic of i-deals is that they are mutually beneficial and it is the leader who is generally responsible for authorizing such arrangements, this research sought to incorporate the supervisor’s appraisal of the LMX relationship (SLMX) as a moderator in the relationship between subordinate LMX and i-deals. In accord with the dyadic perspective of LMX (Cogliser, Schriesheim, Scandura, & Gardner, 2009; Krasikova & LeBreton, 2012; Wayne, Shore, & Liden, 1997), it was predicted that the indirect relationship between LMX and work-family ou…
abstract: The extant literature recognizes that subordinates in high-quality leader-member exchange (LMX) relationships experience the most favorable outcomes (Dulebohn, Bommer, Liden, Brouer, & Ferris, 2012). In exchange for their unwavering commitment and superior job performance, high LMX subordinates benefit from greater access to valuable resources (e.g., communication, support, and negotiating latitude; Gerstner & Day, 1997), which can then be used to combat job demands and facilitate accomplishment of the subordinates’ salient goals (Agarwal, Datta, Blake-Beard, & Bhargava, 2012; Hobfoll, 2001). Meta-analytic evidence suggests that LMX also has critical implications for work-family outcomes (Litano, Major, Streets, Landers, & Bass, 2016), however, the mechanisms through which the LMX relationship influences work-family experiences remain unclear. The present study sought to clarify this process by examining the relationship between LMX and idiosyncratic deals (i-deals) along with resultant work-family experiences. Drawing from social exchange (Blau, 1964), role (Kahn, Wolfe, Quinn, Snoek, & Rosenthal, 1964), and job characteristics (Hackman & Oldham, 1980; Humphrey, Nahrgang, & Morgeson, 2007) theories, it was hypothesized that both flexibility and developmental i-deals are positively related to work-family enrichment, and that flexibility i-deals are negatively related to work interference with family. In addition, given that a key characteristic of i-deals is that they are mutually beneficial and it is the leader who is generally responsible for authorizing such arrangements, this research sought to incorporate the supervisor’s appraisal of the LMX relationship (SLMX) as a moderator in the relationship between subordinate LMX and i-deals. In accord with the dyadic perspective of LMX (Cogliser, Schriesheim, Scandura, & Gardner, 2009; Krasikova & LeBreton, 2012; Wayne, Shore, & Liden, 1997), it was predicted that the indirect relationship between LMX and work-family ou…
author: Litano, Michael L.
keywords: Idiosyncratic deals, Leader-member exchange, Leadership, Work-family conflict, Work-family enrichment, Industrial and Organizational Psychology, Organizational Behavior and Theory
date published: 2017-04-01T07:00:00Z
date modified: 2026-07-24T03:34:02Z
provider: Old Dominion University
publisher: Networked Digital Library of Theses and Dissertations
type: WebPage
source organization: Old Dominion University