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http://dx.doi.org/10.5392/JKCA.2016.16.11.240

Congruence in Leader and Follower Perceptions of Leader-Member Exchange: Relationships with Organizational Commitment and Perceptions of Organizational Politics  

Park, Jae-Chun (단국대학교 경영학부)
Publication Information
The Journal of the Korea Contents Association / v.16, no.11, 2016 , pp. 240-252 More about this Journal
Abstract
The purposes of this paper examines the extant to which congruence in leader and follower rating of LMX quality is related to organizational commitment, and perceptions of organizational politics(POPs). A conceptual model is introduced that identifies four combinations of leader and follower LMX ratings of Cogliser et al.(2009): balanced/low LMX(low leader and follower LMX), balanced/high LMX(high leader and follower LMX), follower overestimation(low leader LMX/high follower LMX), follower underestimation(high leader LMX/low follower LMX). The summary of results based on a sample of 236 matched pairs of leaders and followers in KOREA is as follows: First, balanced/high LMX and follower overestimation were associated with relatively high levels of affective organizational commitment, and perceptions of organizational politics. However, follower underestimation and balanced/low LMX was related to low levels of follower outcomes. In particular, follower underestimation and balanced/low LMX were significantly different from balanced/high LMX and follower overestimation. Second, perceptions of organizational politics was negatively related to affective organizational commitment in the four LMX relationship types. Especially, the negative relationship between POPs and organizational commitment was stronger for people who are low as compared with high in LMX quality. Theoretical and practical implications of our findings as well as directions for future research are provided.
Keywords
Perceptions of Organizational Politics; Leader-member Exchange(LMX); Congruence of LMX; Affective Organization Commitment; Uncertainty Management Theory;
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