Gender Differences in the Impact of Leadership Styles on Subordinate Embeddedness and Job Satisfaction
Document Type
Article
Publication Date
2014
Department
Management and International Business
Abstract
It is not surprising that subordinates generally prefer high-quality relationships with their supervisors. However, gender may influence the specific characteristics subordinates use to make this judgment, thereby impacting important downstream workplace processes and outcomes. Drawing from Social Role Theory, we use moderated mediation analyses across two independent samples to show that communally oriented leader–member exchange (LMX) dimensions (i.e., Affect and Loyalty) positively influence the job embeddedness of female (but not male) subordinates, whereas agentically oriented LMX dimensions (i.e., Professional Respect and Contribution) influence both genders equally. We found these effects despite strong LMX facet intercorrelations (ranging from r = .68 to .81), thereby highlighting the utility of testing theoretically driven dimensional effects, even when facets overlap significantly.
Publication Title
Leadership Quarterly
Volume
25
Issue
4
First Page
660
Last Page
671
Recommended Citation
Collins, B. J.,
Meyer, R. D.,
Burris, C. J.
(2014). Gender Differences in the Impact of Leadership Styles on Subordinate Embeddedness and Job Satisfaction. Leadership Quarterly, 25(4), 660-671.
Available at: https://aquila.usm.edu/fac_pubs/8094