Abstract
Drawing on leader-member exchange (LMX) theory and conservation of resources (COR) theory, we propose that the interplay between a perceived performance climate and job burnout reduces employees’ work engagement, which facilitates a low- quality LMX relationship that results in reduced employee organizational citizen behavior (OCB). Contrary to our hypothesis, a field study among seven different organizations (N=718) revealed a more positive relationship between a perceived performance climate and work engagement for employees with higher job burnout. Work engagement and LMX were found to be important mechanisms in the performance climate and OCB relationship for these employees. Our study has important implications for organizations with respect to the role of context and well-being for LMX and its outcomes.
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