LMX-TMX (In)congruence in Newcomers' Feedback Seeking Behavior and Job Performance

Research output: Conference Papers (RGC: 31A, 31B, 32, 33)31A_Invited conference paper (refereed items)

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Original languageEnglish
Publication statusPublished - Aug 2016

Conference

Title2016 Annual Meeting of the Academy of Management
PlaceUnited States
CityAnaheim
Period5 - 9 August 2016

Abstract

Drawing on the social exchange theory and power-dependence perspective, this study explains how and when the (in)congruence effect of leader-member exchange (LMX) and team-member exchange (TMX) influence newcomers’ feedback seeking behavior (FSB), which in turn influence their job performance. With a polynomial regression analysis on a three-wave and multi-source data of 147 newcomers and their supervisors in 45 teams, we found that newcomers engage in more FSB when LMX and TMX are congruent at high versus low levels. In the incongruent situation, FSB is lower when LMX is higher than TMX as compared to when TMX is higher than LMX. In addition, a moderated polynomial regression analysis revealed that LMX-TMX incongruence will reduce FSB when task interdependence is low, whereas facilitate FSB when task interdependence is high. The interplay of LMX, TMX and task interdependence also has an indirect effect on job performance through FSB.

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Full text of this publication does not contain sufficient affiliation information. With consent from the author(s) concerned, the Research Unit(s) information for this record is based on the existing academic department affiliation of the author(s).

Citation Format(s)

LMX-TMX (In)congruence in Newcomers' Feedback Seeking Behavior and Job Performance. / Lan , Junbang ; HUO, Yuanyuan; Cai, Zhenyao ; CHEN, Ziguang; Lam, W. .

2016. 2016 Annual Meeting of the Academy of Management, Anaheim, United States.

Research output: Conference Papers (RGC: 31A, 31B, 32, 33)31A_Invited conference paper (refereed items)