The Conditional Mediating Role of Leader-Based Self-esteem in the LMX-Performance Relationship

Abstract

This study aims at investigating the mediating role of employee leader-based self-esteem (LBSE)- employee self-evaluation of his/her worthiness driving from the quality of relationship with his/her supervisor- in the relationship between leader-member exchange (LMX) and task performance and organizational citizenship behavior (OCB). Using the integrated theoretical framework of social comparison and self-consistency theories, we develop a moderated-mediation model in which the mediating effect of LBSE in the LMX-performance relationship was conditional to the values of leader- member exchange social comparison (LMXSC). Using a research sample of 298 manager-employee matching dyads working in 43 branches of a leading bank in Pakistan, result of hierarchical multiple regression analyses provided support for our developed model. We found that LMX positively led to LBSE, which then positively led to both task performance and OCB; and in doing so, LBSE served as the mediator between LMX and the both performance types. We also found that, by moderating the direct relationship between LMX and LBSE, LMXSC moderated the mediating effect of LBSE that was stronger at the high value of the LMXSC than at the low value of the LMXSC. Following these findings, we also discussed contribution and managerial implication that this study offered to LMX and self-esteem literatures.