Leader-member exchange, employee performance, and work outcomes: an empirical study in the Chinese context

Abstract

In this study, we employed the multidimensional view of LMX (LMX-MDM) to develop a model that captured different antecedents and outcomes of task and contextual performance. We tested this model with a sample drawn from subjects from the People's Republic of China. The results indicated that the affect dimension of LMX-MDM was positively associated with task performance and contextual performance. The contribution dimension of LMX-MDM was positively related to the job dedication dimension of contextual performance. Supervisory ratings of the task performance and the interpersonal facilitation dimension of contextual performance predicted the promotability of subordinates, and task performance influenced subordinates' intention to quit. Limitations and future research are discussed.

Keywords:

• contextual performance
• intention to quit
• leader-member exchange
• promotability
• task performance

Acknowledgement

This research is supported by grants from the Hong Kong Research Grants Council (Project No. CUHK6482/06H) and Natural Science Foundation of China (NSFC number is 70372007).