Managing the ambiguity of work: How LMX matters

C SUE-CHAN; R. E. WOOD; L. LU

Managing the ambiguity of work: How LMX matters

C SUE-CHAN
, R. E. WOOD
, L. LU

Department of Management

Research output: Conference Papers › RGC 32 - Refereed conference paper (without host publication) › peer-review

Abstract

In a field study, we examined the relationships among LMX, ambiguity, adaptation and taking charge. Using data collected from 278 subordinate employees who reported to 55 supervisors, we found that the relationship between LMX and taking charge was completely mediated by adaptation. The LMX – adaptation relationship, however, was moderated by ambiguity. Having high quality LMX with supervisors enhanced employee adaptation when ambiguity was low; however, LMX had no impact on adaptation when ambiguity was high.

Original language	English
Pages	35-35
Publication status	Published - 2 Jul 2011
Event	Annual Conference of the Administrative Sciences Association of Canada - Montreal, Canada Duration: 2 Jul 2011 → 5 Jul 2011

Conference

Conference	Annual Conference of the Administrative Sciences Association of Canada
Place	Canada
City	Montreal
Period	2/07/11 → 5/07/11

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title = "Managing the ambiguity of work: How LMX matters",

abstract = "In a field study, we examined the relationships among LMX, ambiguity, adaptation and taking charge. Using data collected from 278 subordinate employees who reported to 55 supervisors, we found that the relationship between LMX and taking charge was completely mediated by adaptation. The LMX – adaptation relationship, however, was moderated by ambiguity. Having high quality LMX with supervisors enhanced employee adaptation when ambiguity was low; however, LMX had no impact on adaptation when ambiguity was high.",

author = "C SUE-CHAN and WOOD, \{R. E.\} and L. LU",

year = "2011",

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note = "Annual Conference of the Administrative Sciences Association of Canada ; Conference date: 02-07-2011 Through 05-07-2011",

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T1 - Managing the ambiguity of work

T2 - Annual Conference of the Administrative Sciences Association of Canada

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AU - WOOD, R. E.

AU - LU, L.

PY - 2011/7/2

Y1 - 2011/7/2

N2 - In a field study, we examined the relationships among LMX, ambiguity, adaptation and taking charge. Using data collected from 278 subordinate employees who reported to 55 supervisors, we found that the relationship between LMX and taking charge was completely mediated by adaptation. The LMX – adaptation relationship, however, was moderated by ambiguity. Having high quality LMX with supervisors enhanced employee adaptation when ambiguity was low; however, LMX had no impact on adaptation when ambiguity was high.

AB - In a field study, we examined the relationships among LMX, ambiguity, adaptation and taking charge. Using data collected from 278 subordinate employees who reported to 55 supervisors, we found that the relationship between LMX and taking charge was completely mediated by adaptation. The LMX – adaptation relationship, however, was moderated by ambiguity. Having high quality LMX with supervisors enhanced employee adaptation when ambiguity was low; however, LMX had no impact on adaptation when ambiguity was high.

M3 - RGC 32 - Refereed conference paper (without host publication)

SP - 35

EP - 35

Y2 - 2 July 2011 through 5 July 2011

ER -

Managing the ambiguity of work: How LMX matters

Abstract

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