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Leader–member exchange (LMX) differentiation: A double-edged sword? The interactive effect of LMX and LMX differentiation on followers’ job burnout
Lai, J. Y. M.; Chow, C. W. C.; Loi, R.
2015-06-01
Source PublicationThe 9th Asia Academy of Management Conference
AbstractBuilding on the conservation of resources theory, we posit that leader–member exchange (LMX) serves as a valued resource to reduce followers’ job burnout. Informed by the theoretical arguments of reference group theory and norm of equality, we further propose two sets of competing hypotheses to test whether LMX differentiation within teams enhances or dampens the effect of LMX on relieving job burnout. Using a sample of 288 travel agents in Hong Kong, we find a negative relationship between LMX and emotional exhaustion. In support of the prediction of norm of equality, the results show that the negative relationships between LMX and emotional exhaustion and between LMX and diminished sense of personal accomplishment were stronger when LMX differentiation was low. Implications for theory and managerial practice and future research directions are discussed.
KeywordLeader–member exchange job burnout leader–member exchange differentiation job resource
Language英語English
The Source to ArticlePB_Publication
PUB ID14926
Document TypeConference paper
CollectionDEPARTMENT OF MANAGEMENT AND MARKETING
Corresponding AuthorLai, J. Y. M.
Recommended Citation
GB/T 7714
Lai, J. Y. M.,Chow, C. W. C.,Loi, R.. Leader–member exchange (LMX) differentiation: A double-edged sword? The interactive effect of LMX and LMX differentiation on followers’ job burnout[C], 2015.
APA Lai, J. Y. M.., Chow, C. W. C.., & Loi, R. (2015). Leader–member exchange (LMX) differentiation: A double-edged sword? The interactive effect of LMX and LMX differentiation on followers’ job burnout. The 9th Asia Academy of Management Conference.
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