Mediating Role of Supervisory Communication Practices on Relations Between Leader–Member Exchange and Perceived Employee Commitment to Workgroup

Abstract

Based on a study on employees and their immediate manager in a Malaysian organization, we examine the total, direct, and indirect effects of supervisory communication practices with LMX and group commitment using structural equation modeling and bootstrap procedure. Based on our analysis, we found that within the group where the supervisor and subordinates are embedded, positive relationships communication, upward openness communication, and job-relevant communication partially mediated the relation between LMX and group commitment. The consequences of these findings are discussed and elaborated in this article.

Keywords:

• Mediating
• Supervisory Communication
• Relations
• Leader–Member Exchange
• Employee
• Commitment
• Workgroup

Acknowledgements

The authors wish to thank Mike Allen and the anonymous reviewers for their helpful feedback on earlier versions of this manuscript.

Additional information

Notes on contributors

Hassan Abu Bakar

Hassan Abu Bakar is at Universiti Utara Malaysia

Keith E. Dilbeck

Keith E. Dilbeck is at University of Wisconsin-Milwaukee

James C. McCroskey

James C. McCroskey is at University of Alabama at Birmingham