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; Xin-an Zhang; Frederick P. Morgeson; Peng Tian; Rolf van Dick

doi:10.1002/hrm.21851

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. Schuh¹; Xin-an Zhang²; Frederick P. Morgeson³; Peng Tian²; Rolf van Dick⁴

¹ China Europe International Business School Shanghai China · ² Shanghai Jiao Tong University Shanghai China · ³ Michigan State University, East Lansing, Michigan · ⁴ Goethe University Frankfurt Frankfurt Germany

Human Resource Management 2018

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.

DOI: 10.1002/hrm.21851
Volume: 57 (1)
Pages: 397-409
Language: en
Export: BibTeX
Sources: crossref