Self-other agreement on transformational leadership and subordinates' assessment of supervisor's performance: Mediating role of leader-member exchange

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dc.contributor.authorErtürk, Alper
dc.contributor.authorVan den Broeck, Herman
dc.contributor.authorVerbrigghe, Jasmijn
dc.date.accessioned2020-04-30T23:31:49Z
dc.date.available2020-04-30T23:31:49Z
dc.date.issued2018
dc.departmentDÜ, İşletme Fakültesi, Yönetim Bilişim Sistemleri Bölümüen_US
dc.descriptionWOS: 000428708500009en_US
dc.description.abstractPurpose Given the importance of the extent to which supervisors and their subordinates agree in their assessment of supervisors' leadership, the purpose of this paper is to investigate the possible relationship between self-other agreement on supervisors' transformational leadership and subordinates' perceptions of supervisors' in-role and extra-role performance, through the mediating role of leader-member exchange. Design/methodology/approach Self-other agreement was conceptualized as the degree of congruence between supervisors' self-assessment and subordinates' assessment of supervisors' transformational leadership. Data were collected from 36 supervisors and 189 of their subordinates. Cross-level polynomial regressions and surface response analysis were used to analyze the hypothesized relationships. Findings Statistical analyses revealed that self-other agreement on idealized influence and individual support are positively associated with subordinates' perception of leader-member exchange, and in turn leader member fully mediates the relationship between self-other agreement and subordinates' perceptions regarding their supervisors' performance. Results from polynomial analyses indicate that subordinates' ratings of leader-member exchange would be highest for underestimator, second for in-agreement/good supervisors, third for in-agreement/poor and lowest for overestimator supervisors both for the idealized influence and individual support. Originality/value This is one of the pioneer studies investigating the potential relationship between self-other agreement on supervisors' transformational leadership and the subordinates' perceptions on their supervisors' performance through social exchange. Since researchers have paid scant attention to intervening mechanisms, this study aims to extend previous research in the literature by investigating those associations through the mediating effect of leader-member exchange.en_US
dc.identifier.doi10.1108/LODJ-02-2016-0048en_US
dc.identifier.endpage308en_US
dc.identifier.issn0143-7739
dc.identifier.issn1472-5347
dc.identifier.issue2en_US
dc.identifier.scopusqualityQ1en_US
dc.identifier.startpage291en_US
dc.identifier.urihttps://doi.org/10.1108/LODJ-02-2016-0048
dc.identifier.urihttps://hdl.handle.net/20.500.12684/4489
dc.identifier.volume39en_US
dc.identifier.wosWOS:000428708500009en_US
dc.identifier.wosqualityQ3en_US
dc.indekslendigikaynakWeb of Scienceen_US
dc.indekslendigikaynakScopusen_US
dc.language.isoenen_US
dc.publisherEmerald Group Publishing Ltden_US
dc.relation.ispartofLeadership & Organization Development Journalen_US
dc.relation.publicationcategoryMakale - Uluslararası Hakemli Dergi - Kurum Öğretim Elemanıen_US
dc.rightsinfo:eu-repo/semantics/closedAccessen_US
dc.subjectTransformational leadershipen_US
dc.subjectIn-role performanceen_US
dc.subjectExtra-role performanceen_US
dc.subjectPolynomial analysisen_US
dc.subjectSelf-other agreementen_US
dc.titleSelf-other agreement on transformational leadership and subordinates' assessment of supervisor's performance: Mediating role of leader-member exchangeen_US
dc.typeArticleen_US

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