Cargando…
Leader–Member Exchange Fosters Beneficial and Prevents Detrimental Workplace Behavior: Organizational Identification as the Linking Pin
Discretionary behaviors, such as counterproductive work behavior (CWB) and organizational citizenship behavior (OCB), directly refer to an organization’s normative expectations. As such, employees engaging in these behaviors violate or exceed organizational norms, respectively. An employee’s relatio...
Autores principales: | , , |
---|---|
Formato: | Online Artículo Texto |
Lenguaje: | English |
Publicado: |
Frontiers Media S.A.
2020
|
Materias: | |
Acceso en línea: | https://www.ncbi.nlm.nih.gov/pmc/articles/PMC7461862/ https://www.ncbi.nlm.nih.gov/pubmed/33013499 http://dx.doi.org/10.3389/fpsyg.2020.01788 |
_version_ | 1783576806919503872 |
---|---|
author | Götz, Martin Donzallaz, Michelle Jonas, Klaus |
author_facet | Götz, Martin Donzallaz, Michelle Jonas, Klaus |
author_sort | Götz, Martin |
collection | PubMed |
description | Discretionary behaviors, such as counterproductive work behavior (CWB) and organizational citizenship behavior (OCB), directly refer to an organization’s normative expectations. As such, employees engaging in these behaviors violate or exceed organizational norms, respectively. An employee’s relationship quality with his or her supervisor [i.e., leader–member exchange (LMX)] has been found to be a prominent antecedent of employees’ workplace behavior. However, the actual mechanisms that link LMX and discretionary behaviors (i.e., CWB and OCB) are not yet well understood. Integrating social exchange as well as the social identity theory, we present an employee’s organizational identification (OI) as a mechanism that sheds light on why LMX leads to employees’ subsequent discretionary behavior. Across four empirical studies employing complementary study designs, we demonstrate that LMX is positively associated with OI, which, in turn, curbs CWB and fosters OCB. Specifically, this pattern of findings is consistent across (1) a cross-sectional study with 188 Swiss employees, (2) a time-lagged study with 502 Swiss employees, (3) an online recall experiment with 131 US participants, and (4) an online vignette experiment with 139 US participants. In sum, we present an integrative theoretical model and respective empirical support to shed light on OI as a pivotal mechanism that can explain why the relationship quality with one’s supervisor can simultaneously serve as a deterrent for CWB and foster OCB. |
format | Online Article Text |
id | pubmed-7461862 |
institution | National Center for Biotechnology Information |
language | English |
publishDate | 2020 |
publisher | Frontiers Media S.A. |
record_format | MEDLINE/PubMed |
spelling | pubmed-74618622020-10-01 Leader–Member Exchange Fosters Beneficial and Prevents Detrimental Workplace Behavior: Organizational Identification as the Linking Pin Götz, Martin Donzallaz, Michelle Jonas, Klaus Front Psychol Psychology Discretionary behaviors, such as counterproductive work behavior (CWB) and organizational citizenship behavior (OCB), directly refer to an organization’s normative expectations. As such, employees engaging in these behaviors violate or exceed organizational norms, respectively. An employee’s relationship quality with his or her supervisor [i.e., leader–member exchange (LMX)] has been found to be a prominent antecedent of employees’ workplace behavior. However, the actual mechanisms that link LMX and discretionary behaviors (i.e., CWB and OCB) are not yet well understood. Integrating social exchange as well as the social identity theory, we present an employee’s organizational identification (OI) as a mechanism that sheds light on why LMX leads to employees’ subsequent discretionary behavior. Across four empirical studies employing complementary study designs, we demonstrate that LMX is positively associated with OI, which, in turn, curbs CWB and fosters OCB. Specifically, this pattern of findings is consistent across (1) a cross-sectional study with 188 Swiss employees, (2) a time-lagged study with 502 Swiss employees, (3) an online recall experiment with 131 US participants, and (4) an online vignette experiment with 139 US participants. In sum, we present an integrative theoretical model and respective empirical support to shed light on OI as a pivotal mechanism that can explain why the relationship quality with one’s supervisor can simultaneously serve as a deterrent for CWB and foster OCB. Frontiers Media S.A. 2020-08-18 /pmc/articles/PMC7461862/ /pubmed/33013499 http://dx.doi.org/10.3389/fpsyg.2020.01788 Text en Copyright © 2020 Götz, Donzallaz and Jonas. http://creativecommons.org/licenses/by/4.0/ This is an open-access article distributed under the terms of the Creative Commons Attribution License (CC BY). The use, distribution or reproduction in other forums is permitted, provided the original author(s) and the copyright owner(s) are credited and that the original publication in this journal is cited, in accordance with accepted academic practice. No use, distribution or reproduction is permitted which does not comply with these terms. |
spellingShingle | Psychology Götz, Martin Donzallaz, Michelle Jonas, Klaus Leader–Member Exchange Fosters Beneficial and Prevents Detrimental Workplace Behavior: Organizational Identification as the Linking Pin |
title | Leader–Member Exchange Fosters Beneficial and Prevents Detrimental Workplace Behavior: Organizational Identification as the Linking Pin |
title_full | Leader–Member Exchange Fosters Beneficial and Prevents Detrimental Workplace Behavior: Organizational Identification as the Linking Pin |
title_fullStr | Leader–Member Exchange Fosters Beneficial and Prevents Detrimental Workplace Behavior: Organizational Identification as the Linking Pin |
title_full_unstemmed | Leader–Member Exchange Fosters Beneficial and Prevents Detrimental Workplace Behavior: Organizational Identification as the Linking Pin |
title_short | Leader–Member Exchange Fosters Beneficial and Prevents Detrimental Workplace Behavior: Organizational Identification as the Linking Pin |
title_sort | leader–member exchange fosters beneficial and prevents detrimental workplace behavior: organizational identification as the linking pin |
topic | Psychology |
url | https://www.ncbi.nlm.nih.gov/pmc/articles/PMC7461862/ https://www.ncbi.nlm.nih.gov/pubmed/33013499 http://dx.doi.org/10.3389/fpsyg.2020.01788 |
work_keys_str_mv | AT gotzmartin leadermemberexchangefostersbeneficialandpreventsdetrimentalworkplacebehaviororganizationalidentificationasthelinkingpin AT donzallazmichelle leadermemberexchangefostersbeneficialandpreventsdetrimentalworkplacebehaviororganizationalidentificationasthelinkingpin AT jonasklaus leadermemberexchangefostersbeneficialandpreventsdetrimentalworkplacebehaviororganizationalidentificationasthelinkingpin |