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    Self-other agreement on transformational leadership and subordinates’ assessment of supervisor’s performance: Mediating role of leader-member exchange

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    Publication type
    Journal article with impact factor
    Author
    Ertürk, Alper
    Van den Broeck, Herman
    Verbrigghe, Jasmijn
    Publication Year
    2018
    Journal
    Leadership and Organization Development Journal
    Publication Volume
    39
    Publication Issue
    2
    Publication Begin page
    291
    Publication End page
    308
    
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    Abstract
    Purpose - Given the importance of the extent to which supervisors and their subordinates agree in their assessment of supervisors’ leadership, the purpose of this paper is to investigate the possible relationship between self-other agreement on supervisors’ transformational leadership and subordinates’ perceptions of supervisors’ in-role and extra-role performance, through the mediating role of leader-member exchange. Design/methodology/approach - Self-other agreement was conceptualized as the degree of congruence between supervisors’ self-assessment and subordinates’ assessment of supervisors’ transformational leadership. Data were collected from 36 supervisors and 189 of their subordinates. Cross-level polynomial regressions and surface response analysis were used to analyze the hypothesized relationships. Findings - Statistical analyses revealed that self-other agreement on idealized influence and individual support are positively associated with subordinates’ perception of leader-member exchange, and in turn leader member fully mediates the relationship between self-other agreement and subordinates’ perceptions regarding their supervisors’ performance. Results from polynomial analyses indicate that subordinates’ ratings of leader-member exchange would be highest for underestimator, second for in-agreement/good supervisors, third for in-agreement/poor and lowest for overestimator supervisors both for the idealized influence and individual support. Originality/value - This is one of the pioneer studies investigating the potential relationship between self-other agreement on supervisors’ transformational leadership and the subordinates’ perceptions on their supervisors’ performance through social exchange. Since researchers have paid scant attention to intervening mechanisms, this study aims to extend previous research in the literature by investigating those associations through the mediating effect of leader-member exchange.
    Keyword
    Transformational Leadership, In-role Performance, Extra-role Performance, Polynomial Analysis, Self-other Agreement
    Knowledge Domain/Industry
    People Management & Leadership
    DOI
    10.1108/LODJ-02-2016-0048
    URI
    http://hdl.handle.net/20.500.12127/5956
    ae974a485f413a2113503eed53cd6c53
    10.1108/LODJ-02-2016-0048
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