How Personality and Self-Identity Impact the Effects of Leader Member Exchange on Role Stressors and Organizational Outcomes

• Main Author: Hoover, Edward Rickamer
• Format: Others
• Published: Scholar Commons 2009
• Subjects: Leadership; Role Theory; Mediation; Satisfaction; Tension; American Studies; Arts and Humanities
• Online Access: https://scholarcommons.usf.edu/etd/2019; https://scholarcommons.usf.edu/cgi/viewcontent.cgi?article=3018&context=etd

This study investigated how followers' personality and self-identity moderated their leader's ability to influence organizational outcomes through management of role stressors experienced by the follower. Data was obtained through large group testing, sample size equaled 232, with performance measures being provided by supervisors (43% return rate). Results demonstrated that while Leader Member Exchange (LMX) had a linear relationship with role ambiguity and role conflict, it had a curvilinear relationship with role overload. Thus providing evidence that under certain conditions leadership can lead to negative outcomes. Furthermore, it was demonstrated that LMX indirectly influences both affective and cognitive variables through role stressors. No evidence was found to suggest that personality moderates the relationship between LMX and role stressors. This study demonstrates the need for further research into the complexities of LMX. Practical recommendations were put forth emphasizing the importance of developing high quality LMX relationships.