The importance of LMX leadership in predicting positive and negative organizational outcomes: The mediating effect of job-related emotions

Purposes: Leader-member exchange leadership (LMX) constitute an inspirational and dyadic form of leadership. In the present paper an overarching research model will be investigated, applying altruism as an organisational resource outcome measure, whereas counterproductive work behaviour acts as a demand outcome measure (cf. the well-known demand resource model). We will investigate if LMX also may have a link through job-related emotions in predicting altruism and counterproductive behaviour. Method: A group of 351 Italian adult workers took part in the study. The sample was recruited from different companies (mean age 46.2 years, 50.4 % males). The outcome measures utilised were a 16 items scale on Counterproductive work behaviour from Barbaranelli et al. (2013), a six items scale on altruism, selected from Podsakoff (1990), whereas LMX was captured by a seven items scale (Graen & Uhl-Bien, 1995). Job-related affective well-being scale, with 15 positive and 15 negative emotional items, were taken from Katwyk et al. (2000). Results: A model that fitted the data well is presented. LMX had a stronger association with counterproductive work behaviour, as compared with altruism. Some of the interconnections were mediated through positive and negative job-related emotions. These associations may reflect that the emotional aspect constitutes an essential part of LMX leadership as well. Practical implications/ Value: The LMX perspective demonstrates the importance of having a dyadic perspective on leadership. Leadership issues taking place within the dyads involving leaders and their immediate subordinates may have positive as well as negative organisational impacts depending on the quality of the relationship.