How perceptions of others’ work motives and impression management motives affect LMX development: A six-wave latent change score model

Research output: Contribution to journalArticlepeer-review

  • Authors:
  • Ziguang Chen
  • Yuanyuan Huo
  • Wing Lam
  • Roger Luk
  • Israr Qureshi

Abstract

Grounded on attribution theory, we propose a dynamic development model to examine the influence of subordinates’ and leaders’ perceived work motives and impression management (IM) motives on leader-member exchange (LMX) over time in newly formed teams. We test our hypotheses using a two-level bivariate latent change score (LCS) model to investigate how change in quality of LMX from t–1 to t is related to the level of perceived subordinate’s work motives at t–1 while controlling for unobserved individual differences. The implications of our findings in research, method, and practice are discussed.

Bibliographical metadata

Original languageEnglish
JournalJournal of Occupational and Organizational Psychology
Publication statusAccepted/In press - 20 Jan 2021