The Dark Side of Partnership: What High LMX May Speak Up and It’s Implications for High-Performance Work System
This study looks at the social exchange process between leaders and subordinates to examine a partnership-oriented relationship between leaders and members. We examine the relationship between high quality of leader-member exchange (LMX) and subordinates’ turnover intention (TI) in a Chinese context. We extend current research by empirically testing that subordinates’ satisfaction on career advancement opportunities moderates a U-Shaped relationship between LMX and TI. Hierarchical regression results supported our hypotheses and thus implied a dark side of partnership especially within high-performance work system where partnership is assumed to be highly efficient. Directions for future research are discussed.
KeywordsPartnership Leader-member exchange Dark side Turnover intention
Unable to display preview. Download preview PDF.
- 1.Dienesch, R.M., Liden, R.C.: Leader-member exchange model of leadership: A critique and further development. Academy of Management Review 11, 618–634 (1986)Google Scholar
- 3.Graen, G.R., Scandura, T.A.: Toward a psychology of dyadic organizing. In: Cummings, L.L., Staw, B.M. (eds.) Research in Organizational Behavior, vol. 9, pp. 175–208. JAI Press, Greenwich (1987)Google Scholar
- 5.Liden, R.C., Sparrowe, R.T., Wayne, S.J.: Leader-member exchange theory: The past and potential for the future. In: Ferris, G.R. (ed.) Research in Personnel and Human Resource Management, vol. 15, pp. 47–120. JAI Press, Greenwich, CT (1997)Google Scholar
- 8.Maertz, C.P., Griffeth, R.W.: Eight motivational forces and voluntary turnover: A theoretical synthesis with implications for research. Journal of Management 30, 667–683 (2004)Google Scholar
- 12.Hom, P.W., Griffeth, R.W.: Employee Turnover, 1st edn., pp. 29–36. South/Western Press, Cincinnati (1995)Google Scholar
- 15.Liden, R.C., Maslyn, J.M.: Multidimensionality of leader-member exchange: An empirical assessment through scale development. Journal of Management 24, 43–72 (1998)Google Scholar