Examination of the Relationship between Leader-Member Exchange (LMX) Quality and Employee Job Performance in the Moderating Context of Perceived Role Ambiguity

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This study aims to examine the relationship between perceived Leader-Member Exchange (LMX) quality and job performance with the moderating role of perceived role ambiguity of food&drink service sector employees working in service organizations in Istanbul-Turkey. Within the framework of this study, the suggestions are derived from LMX Theory, Attribution Theory and Performance Behavior Approach while examining the proposed relationships among the research constructs. The findings revealed that LMX quality and its dimensions had positive significant correlations with job performance. Moreover, the research results showed that perceived role ambiguity had a significant moderating role on the relationship between LMX and job perception.