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首页> 外文期刊>Journal of Applied Psychology >How Do Leader-Member Exchange Quality and Differentiation Affect Performance in Teams? An Integrated Multilevel Dual Process Model
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How Do Leader-Member Exchange Quality and Differentiation Affect Performance in Teams? An Integrated Multilevel Dual Process Model

机译：领导者-成员交换质量和差异如何影响团队的绩效？集成的多级双流程模型

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摘要

Integrating leader-member exchange (LMX) research with role engagement theory (Kahn, 1990) and role system theory (Katz & Kahn, 1978), we propose a multilevel, dual process model to understand the mechanisms through which LMX quality at the individual level and LMX differentiation at the team level simultaneously affect individual and team performance. With regard to LMX differentiation, we introduce a new configural approach focusing on the pattern of LMX differentiation to complement the traditional approach focusing on the degree of LMX differentiation. Results based on multiphase, multisource data from 375 employees of 82 teams revealed that, at the individual level, LMX quality positively contributed to customer-rated employee performance through enhancing employee role engagement. At the team level, LMX differentiation exerted negative influence on teams' financial performance through disrupting team coordination. In particular, teams with the bimodal form of LMX configuration (i.e., teams that split into 2 LMX-based subgroups with comparable size) suffered:most in team performance because they experienced greatest difficulty in coordinating members' activities. Furthermore, LMX differentiation strengthened the relationship between LMX quality and role engagement, and team coordination strengthened the relationship 'between role engagement and employee performance. Theoretical and practical implications of the findings are discussed.
机译：将领导者-成员交换（LMX）研究与角色参与理论（Kahn，1990）和角色系统理论（Katz＆Kahn，1978）集成在一起，我们提出了一个多层次，双重过程模型来了解个人水平上LMX质量的机制团队一级的LMX差异同时影响个人和团队的绩效。关于LMX区分，我们引入了一种关注LMX区分模式的新配置方法，以补充关注LMX区分程度的传统方法。基于来自82个团队的375名员工的多阶段，多源数据的结果表明，在个人层面，LMX质量通过增强员工角色参与度对客户评价的员工绩效产生了积极影响。在团队一级，LMX差异会破坏团队协调，从而对团队的财务绩效产生负面影响。尤其是，采用双峰形式的LMX配置的团队（即将团队分成2个基于LMX的子组，并且具有可比的规模）遭受了：团队绩效的最大化，因为他们在协调成员活动方面遇到了最大的困难。此外，LMX的差异化加强了LMX质量与角色敬业度之间的关系，团队协调加强了角色参与度与员工绩效之间的关系。讨论的结果的理论和实践意义。

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