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

Sebastian C. Schuh (First Author), Frederick P. Morgeson (Participant Author), Rolf van Dick (Participant Author), Peng Tian (Participant Author), Xin-an Zhang (Participant Author)

Research output: Contribution to journalJournal

31 Citations (Web of Science)
4 Downloads (Pure)

Abstract

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.
Original languageEnglish
Pages (from-to)397-409
JournalHuman Resource Management
Volume57
Issue number1
DOIs
Publication statusPublished - 2018

Corresponding author email

xinanzhang@sjtu.edu.cn

Keywords

  • LMX
  • employee innovation
  • innovative work behavior
  • leader-member exchange
  • performance appraisal
  • performance ratings

Indexed by

  • FT
  • ABDC-A*
  • Scopus
  • SSCI

Fingerprint

Dive into the research topics of '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'. Together they form a unique fingerprint.

Cite this