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Are you really doing good things in your boss's eyes? Interactive effects of employee innovative work behavior and leader-member exchange on supervisory performance ratings

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Abstract

Organizations increasingly depend on employee efforts to innovate. However, the quality of relationships between leaders and employees may affect the recognition that employees receive for their innovative work behaviors. Drawing from a social cognition perspective, we tested a model in which leader-member exchange (LMX) moderates the impact of employee innovative work behavior on supervisory ratings of employee performance. Results from two multisource studies combining self, colleague, and supervisor ratings consistently showed that employees receive more favorable performance ratings by engaging in innovative work behavior when they have high-quality LMX relationships. Moreover, we found that this interactive relationship was mediated by leader perceptions of innovative employee efforts, providing support for a moderated mediation model. Implications for the literatures on performance appraisal, LMX, and innovation are discussed.

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[Schuh, Sebastian C.] China Europe Int Business Sch, Shanghai, Peoples R China

[Zhang, Xin-an; Tian, Peng] Shanghai Jiao Tong Univ, Shanghai, Peoples R China

[Morgeson, Frederick P.] Michigan State Univ, E Lansing, MI 48824 USA

[van Dick, Rolf] Goethe Univ Frankfurt, Frankfurt, Germany


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Source

Human Resource Management

ISSN:0090-4848

Year:2018

Issue:1

Volume:57

Page:397-409

ESI Discipline:ECONOMICS & BUSINESS;

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