The Curvilinear Relation between Leader's Forgiveness and Job Performance: Moderating Effects of Conscientiousness and Procedural Justice

Abstract

Abstract:

For the relation between leader's forgiveness and job performance, social exchange theory and reinforcement theory reach their respective conclusions which are opposite to each other. In order to address the inconsistent findings, this research examines the possibility of a curvilinear relation between leader's forgiveness and job performance, and the moderating effects of conscientiousness and procedural justice. The results of hierarchical linear model reveal that the inverted U-shaped relation between leader's forgiveness and job performance is not significant, while employees' conscientiousness plays a moderating role in the relation. Employees' conscientiousness weakens the inverted U-shaped relation between leader's forgiveness and job performance, such that the inverted U-shaped relation is stronger for employees with low conscientiousness than for employees with high conscientiousness. In addition, HLM results also show that the three-way interaction involving quadratic leader's forgiveness, conscientiousness, and procedural justice is significant, such that the negative moderating role of conscientiousness on the inverted U-shaped relation between leader's forgiveness and job performance is stronger for employees with low procedural justice than for employees with high procedural justice.

Key words: leader's forgiveness, job performance, conscientiousness, procedural justice

Zhang Junwei, Long Lirong. The Curvilinear Relation between Leader's Forgiveness and Job Performance: Moderating Effects of Conscientiousness and Procedural Justice[J]. , 2016, 28(4): 134-144.

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