Leader-member exchange, employee performance, and work outcomes: An empirical study in the Chinese context

Hui Wang; Kenneth S. Law; Zhen Xiong Chen

doi:10.1080/09585190802323926

Leader-member exchange, employee performance, and work outcomes: An empirical study in the Chinese context

Hui Wang^*, Kenneth S. Law, Zhen Xiong Chen

^*Corresponding author for this work

Research output: Contribution to journal › Article › peer-review

30 Citations (Scopus)

Abstract

In this study, we employed the multidimensional view of LMX (LMX-MDM) to develop a model that captured different antecedents and outcomes of task and contextual performance. We tested this model with a sample drawn from subjects from the People's Republic of China. The results indicated that the affect dimension of LMX-MDM was positively associated with task performance and contextual performance. The contribution dimension of LMX-MDM was positively related to the job dedication dimension of contextual performance. Supervisory ratings of the task performance and the interpersonal facilitation dimension of contextual performance predicted the promotability of subordinates, and task performance influenced subordinates' intention to quit. Limitations and future research are discussed.

Original language	English
Pages (from-to)	1809-1824
Number of pages	16
Journal	International Journal of Human Resource Management
Volume	19
Issue number	10
DOIs	https://doi.org/10.1080/09585190802323926
Publication status	Published - 2008

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abstract = "In this study, we employed the multidimensional view of LMX (LMX-MDM) to develop a model that captured different antecedents and outcomes of task and contextual performance. We tested this model with a sample drawn from subjects from the People's Republic of China. The results indicated that the affect dimension of LMX-MDM was positively associated with task performance and contextual performance. The contribution dimension of LMX-MDM was positively related to the job dedication dimension of contextual performance. Supervisory ratings of the task performance and the interpersonal facilitation dimension of contextual performance predicted the promotability of subordinates, and task performance influenced subordinates' intention to quit. Limitations and future research are discussed.",

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AB - In this study, we employed the multidimensional view of LMX (LMX-MDM) to develop a model that captured different antecedents and outcomes of task and contextual performance. We tested this model with a sample drawn from subjects from the People's Republic of China. The results indicated that the affect dimension of LMX-MDM was positively associated with task performance and contextual performance. The contribution dimension of LMX-MDM was positively related to the job dedication dimension of contextual performance. Supervisory ratings of the task performance and the interpersonal facilitation dimension of contextual performance predicted the promotability of subordinates, and task performance influenced subordinates' intention to quit. Limitations and future research are discussed.

KW - Contextual performance

KW - Intention to quit

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KW - Promotability

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Leader-member exchange, employee performance, and work outcomes: An empirical study in the Chinese context

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