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
By Sebastian C. Schuh, Xin-an Zhang, F. Morgeson, Peng Tian, Rolf van Dick. 2018
93 citations recorded by the source corpus.
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.
Subfields: Organizational Behavior and Human Resource Management, Strategy and Management
View Paper: https://www.semanticscholar.org/paper/646d3765705363a2de0b9d96189e917a0c11c326
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In Organizational Behavior and Human Resource Management
In Strategy and Management
Citations in the corpus
- How Do Leaders Influence Innovation and Creativity in Employees? The Mediating Role of Intrinsic Motivation (2021, result): “Previous studies have examined the IWB such as they studied it in the context of multinational organizations of China, Qi et al. (2019) and Schuh et al. (2018) did the same in a sample of engineering companies, and Ma Prieto and Pilar Perez-Santana (2014) examined IWB in relation with HR practices…”