Examining the Relationship Between Leader-Member Exchange (LMX) and Subordinate Achievement Goal Orientations

Abstract

ABSTRACT To date, organizational behavior and leadership scholars have placed a considerable amount of effort into understanding and expanding upon the LMX framework. One way that scholars have attempted to expand upon the LMX framework has been to examine whether certain moderators qualify the LMX process. This manuscript proposes that organizational members’ achievement orientations (i.e. mastery, performance-avoidance, and performance-approach orientations) constitute one likely set of member characteristics that qualify the effects of LMX. In testing this general proposition, a sample (N = 818) of organizational members from myriad organizations were sampled. Regression analyses suggested that those with mastery orientations perform exceedingly better in high-quality LMX relationships, whereas those with performance-approach orientations perform exceedingly worse. Alternatively, the effects of performance-avoidance orientations are direct and negative. Implications, future directions, and limitations are discussed.