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Congruence in Leader and Follower Perceptions of Leader-Member Exchange: Relationships with Organizational Commitment and Perceptions of Organizational Politics

리더-구성원 교환관계에 대한 리더와 구성원 지각의 정합성: 조직정치지각과 정서적 조직몰입의 관계를 중심으로

  • Received : 2016.08.19
  • Accepted : 2016.09.12
  • Published : 2016.11.28

Abstract

The purposes of this paper examines the extant to which congruence in leader and follower rating of LMX quality is related to organizational commitment, and perceptions of organizational politics(POPs). A conceptual model is introduced that identifies four combinations of leader and follower LMX ratings of Cogliser et al.(2009): balanced/low LMX(low leader and follower LMX), balanced/high LMX(high leader and follower LMX), follower overestimation(low leader LMX/high follower LMX), follower underestimation(high leader LMX/low follower LMX). The summary of results based on a sample of 236 matched pairs of leaders and followers in KOREA is as follows: First, balanced/high LMX and follower overestimation were associated with relatively high levels of affective organizational commitment, and perceptions of organizational politics. However, follower underestimation and balanced/low LMX was related to low levels of follower outcomes. In particular, follower underestimation and balanced/low LMX were significantly different from balanced/high LMX and follower overestimation. Second, perceptions of organizational politics was negatively related to affective organizational commitment in the four LMX relationship types. Especially, the negative relationship between POPs and organizational commitment was stronger for people who are low as compared with high in LMX quality. Theoretical and practical implications of our findings as well as directions for future research are provided.

Keywords

Perceptions of Organizational Politics;Leader-member Exchange(LMX);Congruence of LMX;Affective Organization Commitment;Uncertainty Management Theory

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