Abstract
As part of a constructive replication of research by Duarte et al. (1993, 1994), objective performance measures, supervisor ratings, duration of employment, and leader-member exchange (LMX) scores were analyzed for 45 bank tellers and 12 bank branch managers. Hierarchical regression tests of LMX as a moderator of the relationship between objective performance measures and supervisor ratings failed to replicate the previously reported interaction among these variables. Further tests of LMX as a mediator of the relationship between objective performance measures and supervisor ratings also failed to support a hypothesized role for LMX in the appraisal process. Additionally, regression analyses did not reaffirm a prior report of short-run and long-run employment duration interacting with LMX in influencing the relationship between objective performance measures and supervisor ratings. Instead, increases in employment duration were found to be associated with more favorable supervisor ratings and superior objective performance. The need for additional replications and construct refinement is highlighted.
This is a preview of subscription content, log in via an institution to check access.
Similar content being viewed by others
REFERENCES
Baron, R. M. & Kenny, D. A. (1986). Moderator-mediator variable distinction in social psychology research: Conceptual, strategic and statistical considerations. Journal of Personality and Social Psychology, 51, 1173–1182.
Cardy, R. L. & Dobbins, G. H. (1986). Affect and appraisal accuracy: Liking as an integral dimension in evaluating performance. Journal of Applied Psychology, 71, 672–678.
Cohen, J. (1988). Statistical power analysis for the behavioral sciences, 2nd ed. Hillsdale, N.J.: Erlbaum.
Cohen, J. & Cohen, P. (1975). Applied multiple regression/correlation analyses for the behavioral sciences. Hillsdale, N.J.: Erlbaum.
Dansereau, F., Cashman, J., & Graen, G. (1973). Instrumentality theory and equity theory as complementary approaches in predicting the relationship of leadership and turnover among managers. Organizational Behavior and Human Performance, 10, 184–200.
Deluga, R. J. (1994). Supervisor trust building, leader-member exchange and organizational citizenship behaviour. Journal of Occupational and Organizational Psychology, 67, 315–326.
Dienesch, R. M. & Liden, R. C. (1986). Leader-member exchange model of leadership: A critique and further development. Academy of Management Review, 11, 618–634.
Duarte, N. T., Goodson, J. R., & Klich, N. R. (1993). How do I like thee? Let me appraise the ways. Journal of Organizational Behavior, 14, 239–249.
Duarte, N.T., Goodson, J.R., & Klich, N.R. (1994). Effects of dyadic quality and duration on performance appraisal. Academy of Management Journal, 37, 499–521.
Ferris, G. R. (1985). Role of leadership in the employee withdrawal process: A constructive replication. Journal of Applied Psychology, 70, 777–781.
Graen, G., Dansereau, F., & Minami, T. (1972). Dysfunctional leadership styles. Organizational Behavior and Human Performance, 7, 216–236.
Graen, G., Dansereau, F., Minami, T., & Cashman, J. (1973). Leader behaviors as cues to performance. Academy of Management Journal, 16, 611–623.
Graen, G., Liden, R. C., & Hoel, W. (1982). Role of leadership in the employee withdrawal process. Journal of Applied Psychology, 67, 868–872.
Graen, G., Orris, D., & Johnson, T. (1973). Role assimilation processes in a complex organization. Journal of Vocational Behavior, 3, 395–420.
Graen, G., Novak, M. A., & Sommerkamp, P. (1982). The effects of leader-member exchange and job design on productivity and satisfaction: Testing a dual attraction model. Organizational Behavior and Human Performance, 30, 109–131.
Isen, A. M. (1984). Toward understanding the role of affect in cognition. In R. Wyer & T. Srull (eds.), Handbook of social cognition, 3, 179–236.
Kinicki, A. J. & Vecchio, R. P. (1994). Influences on the quality of supervisor-subordinate relations: The role of time-pressure, organizational commitment, and locus of control. Journal of Organizational Behavior, 15, 78–85.
Lagace, R. (1990). Leader-member exchange: Antecedents and consequences of the cadre and hired hand. Journal of Personal Selling and Sales Management, 10, 11–19.
Liden, R.C. & Maslyn, J.M. (1994). LMX-MDM: Scale development for a multidimensional measure of leader-member exchange. Paper presented at National Meeting of Academy of Management, Dallas, Texas.
Liden, R. C., Wayne, S. J., & Stillwell, D. (1993). A longitudinal study on the early development of leader-member exchanges. Journal of Applied Psychology, 78, 662–674.
Phillips, A.S. & Bedeian, A.G. (1994). Leader-follower exchange quality: The role of personal and interpersonal attributes. Academy of Management Journal, 37, 990–1001.
Podsakoff, P. M. & Organ, D. W. (1986). Self-reports in organizational research: Problems and prospects. Journal of Management, 12, 531–544.
Tsui, A. S. & Barry, B. (1986). Interpersonal affect and rating errors. Academy of Management Journal, 29, 586–599.
Vecchio, R. P. (1982). A further test of leadership effects due to between-group and within-group variation. Journal of Applied Psychology, 67, 200–208.
Vecchio, R. P. & Gobdel, B. C. (1984). The vertical dyad linkage model of leadership: Problems and prospects. Organizational Behavior and Human Performance, 34, 5–20.
Wakabayashi, M., Graen, G., Graen, M., & Graen, M. (1988). Japanese management progress: Mobility into middle management. Journal of Applied Psychology, 73, 217–227.
Author information
Authors and Affiliations
Rights and permissions
About this article
Cite this article
Vecchio, R.P. Leader-Member Exchange, Objective Performance, Employment Duration, and Supervisor Ratings: Testing for Moderation and Mediation. Journal of Business and Psychology 12, 327–341 (1998). https://doi.org/10.1023/A:1025027514081
Issue Date:
DOI: https://doi.org/10.1023/A:1025027514081