The impact of superior–subordinate relationships on the commitment, job satisfaction, and performance of virtual workers

Abstract

While superior–subordinate relationships are expected to have a salient impact on individual work outcomes, the extant research has primarily focused on individuals working in a traditional work mode. Given the increasing popularity of virtual work arrangements, especially among professional-level employees, we examine the extent to which working in a virtual mode moderates the impact of leader–member exchange (LMX) quality on level of commitment, job satisfaction and performance. Based on a survey of 375 professional-level employees who worked to varying degrees virtually, we found that those with high quality relationships, who also worked extensively in this mode, demonstrated the highest levels of commitment, job satisfaction and performance relative to those who worked less extensively in this mode. Whereas those with lower quality relationships, who worked extensively in the virtual mode, demonstrated lower commitment and job satisfaction, but performed somewhat better, than those who worked a limited amount in this mode.