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

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

Standard

How perceptions of others’ work motives and impression management motives affect LMX development: A six-wave latent change score model. / Chen, Ziguang ; Huo, Yuanyuan; Lam, Wing; Luk, Roger; Qureshi, Israr.

In: Journal of Occupational and Organizational Psychology, 20.01.2021.

Research output: Contribution to journalArticlepeer-review

Harvard

Chen, Z, Huo, Y, Lam, W, Luk, R & Qureshi, I 2021, 'How perceptions of others’ work motives and impression management motives affect LMX development: A six-wave latent change score model', Journal of Occupational and Organizational Psychology.

APA

Chen, Z., Huo, Y., Lam, W., Luk, R., & Qureshi, I. (Accepted/In press). How perceptions of others’ work motives and impression management motives affect LMX development: A six-wave latent change score model. Journal of Occupational and Organizational Psychology.

Vancouver

Chen Z, Huo Y, Lam W, Luk R, Qureshi I. How perceptions of others’ work motives and impression management motives affect LMX development: A six-wave latent change score model. Journal of Occupational and Organizational Psychology. 2021 Jan 20.

Author

Chen, Ziguang ; Huo, Yuanyuan ; Lam, Wing ; Luk, Roger ; Qureshi, Israr. / How perceptions of others’ work motives and impression management motives affect LMX development: A six-wave latent change score model. In: Journal of Occupational and Organizational Psychology. 2021.

Bibtex

@article{14cd53527b0d4935bfa2ca89c68000f2,
title = "How perceptions of others{\textquoteright} work motives and impression management motives affect LMX development: A six-wave latent change score model",
abstract = "Grounded on attribution theory, we propose a dynamic development model to examine the influence of subordinates{\textquoteright} and leaders{\textquoteright} 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{\textquoteright}s work motives at t–1 while controlling for unobserved individual differences. The implications of our findings in research, method, and practice are discussed.",
author = "Ziguang Chen and Yuanyuan Huo and Wing Lam and Roger Luk and Israr Qureshi",
year = "2021",
month = jan,
day = "20",
language = "English",
journal = "Journal of Occupational and Organizational Psychology",
issn = "0963-1798",
publisher = "John Wiley & Sons Ltd",

}

RIS

TY - JOUR

T1 - How perceptions of others’ work motives and impression management motives affect LMX development: A six-wave latent change score model

AU - Chen, Ziguang

AU - Huo, Yuanyuan

AU - Lam, Wing

AU - Luk, Roger

AU - Qureshi, Israr

PY - 2021/1/20

Y1 - 2021/1/20

N2 - 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.

AB - 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.

M3 - Article

JO - Journal of Occupational and Organizational Psychology

JF - Journal of Occupational and Organizational Psychology

SN - 0963-1798

ER -