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Media type:
E-Article
Title:
Perceptions and emotional experiences in differential supervisor‐subordinate relationships
Contributor:
Tse, Herman H.M.;
Troth, Ashlea C.
Published:
Emerald, 2013
Published in:
Leadership & Organization Development Journal, 34 (2013) 3, Seite 271-283
Language:
English
DOI:
10.1108/01437731311326693
ISSN:
0143-7739
Origination:
Footnote:
Description:
PurposeThe purpose of this research is to examine how employees perceive the differential quality of relationships with their supervisors, and their emotional experiences within the leader‐member exchange (LMX) process for these differential relationships.Design/methodology/approachThis qualitative study presents the interview findings of 25 full‐time employees working within five teams in two organizations.FindingsThe qualitative results revealed a consistent pattern of descriptors used by employees to differentially describe their high‐quality and low‐quality LMX relationships. A range of positive and negative emotions were experienced within the context of the LMX relationship and individuals reported different levels of positive and negative emotions for high‐quality versus low‐quality LMX relationships.Research limitations/implicationsA limitation is the reliance on self‐reports of the subordinate (not leader) in terms of the role of emotions in the LMX process.Practical implicationsThe authors contend that these findings increase understanding of the role of emotion in supervisor‐subordinate relationships and how this is reflected in relationships of differential quality. The findings also suggest ways to enhance the quality of leader member exchanges and ultimately improve employee experiences.Originality/valueAlthough the role of emotions in LMX has been theorized, this study is one of the first to use a workplace sample to empirically and qualitatively examine the role of emotions in supervisor‐subordinate relationships of differential quality.