Gender differences in the impact of leadership styles on subordinate embeddedness and job satisfaction

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Gender differences in the impact of leadership styles on subordinate embeddedness and job satisfaction
The Leadership Quarterly

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 fromSocial Role Theory we use moderatedmediation 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.

Citation: 
The Leadership Quarterly 25 (2014) 660 – 671

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