Leader–member exchange, organizational identification, and job satisfaction: A social identity perspective
Version of Record online: 8 JUL 2013
© 2013 The British Psychological Society
Journal of Occupational and Organizational Psychology
Volume 87, Issue 1, pages 42–61, March 2014
How to Cite
Loi, R., Chan, K. W. and Lam, L. W. (2014), Leader–member exchange, organizational identification, and job satisfaction: A social identity perspective. Journal of Occupational and Organizational Psychology, 87: 42–61. doi: 10.1111/joop.12028
- Issue online: 21 JAN 2014
- Version of Record online: 8 JUL 2013
- Manuscript Revised: 23 APR 2013
- Manuscript Received: 29 JUN 2012
- University of Macau. Grant Number: RG010/09-10S/LCH/FBA
- leader–member exchange;
- organizational identification;
- job satisfaction;
- job security;
- social identity theory
This study examines the influence of leader–member exchange (LMX) on employee organizational identification and job satisfaction. Drawing upon the current literature of social identity theory, we propose a moderated mediation model with organizational identification as the mediator of the relationship between LMX and job satisfaction, and with job security as the moderator on such positive indirect link between LMX, organizational identification, and job satisfaction. We tested our hypotheses using a two-phase survey data collected from 306 employees of two companies in southern China. Implications of our findings for research and practice are discussed.
- Organizations should train managers to maintain high-quality LMX.
- Appropriate human resource practices for cultivating LMX and employee organizational identification should be adopted.
- Supervisors should pay more attention to their LMX quality with those employees having low levels of job security.