Organizational Connections: The Moderation of Subordinate POS in the Relationship between LMX and Work Outcomes

Shingirayi M. Mushonga


Previous research on leader-member exchange (LMX) has often viewed the supervisor as the primary recipient of organizational resources. These resources often serve as incentives or catalysts for the subordinates to enter a dyadic relationship with the supervisor. However, this research has overlooked the salient role that subordinates play in the initiation of these relationships and their contributions to the organization. The aim of the present study was to examine LMX and perceived organizational support (POS) simultaneously from the subordinate’s perspective and its impact in the development of LMX and work outcomes. Hayes’ process macro (2013) was used to test the moderation model using a sample of 111 subordinates. Results confirm that subordinate POS moderates the relationship between (LMX) and various work outcomes (job satisfaction, organizational commitment, and organizational citizenship behavior (OCB)). Furthermore, the relationship between LMX and work outcomes was stronger when subordinates had high POS. The implications, limitations, and direction for future research are discussed. 

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