Moderating Mechanism of Cultural Values on Leader-Member Relationship (LMR), Work Outcomes, and Mental Health: Comparing the Perspectives of Interpersonal Relationships and Social Exchanges

Abstract

Abstract: Drawing on a sample of 133 leader-member dyads from the party and government organs, public institutions and private companies, this paper examines the moderating effect of power distance and Chinese traditionality on relationships among leader-member relationship (LMR), work outcomes and mental health from the perspectives of interpersonal relationships. Results show that both power distance and traditionality alter relationships of LMR to most parts of work outcomes and mental health indicators. For members scoring high (versus low) on power distance, LMR has a stronger effect on their task performance and organizational citizenship behaviors, but a weaker effect on job burnout and satisfaction. For members scoring high (versus low) on traditionality, LMR influences their task performance, burnout and mental well-being more strongly. Cultural values works as a moderator not from the perspectives of social exchanges but from interpersonal relationships. And power distance and Chinese traditionality have different moderating mechanism. Compared to LMX, LMR is more sensitive to the moderating role of cultural values.

Key words: Leader-Member Relationship (LMR), Leader-Member Exchange (LMX), Chinese traditionality, power distance, mental health

Ren Zhen, Wang Dengfeng, Lu Zheng. Moderating Mechanism of Cultural Values on Leader-Member Relationship (LMR), Work Outcomes, and Mental Health: Comparing the Perspectives of Interpersonal Relationships and Social Exchanges[J]. , 2017, 29(3): 157-167.

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