The interactive effect of leader-member exchange and electronic communication on employee psychological empowerment and work outcomes

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The interactive effect of leader-member exchange and electronic communication on employee psychological empowerment and work outcomes
The Leadership Quarterly

We advance understanding of the role that leaders play inpromoting psychological empowerment and positive work outcomes (job satisfaction organizational commitment and job performance) for employees who engage in a high degree of electronic communication in their job. By integrating leader–member exchange (LMX) theory and theories of electronic communication we build and test a mediated moderation model in which employees’ degree of electronic communication in their job amplifies the positive relationship that LMX has to psychological empowerment and subsequent employee work outcomes. Based on a sample of 353 early-career professionals employed in a range of different types of organizations we found general support for the hypothesized model. We discuss the study’s theoretical and practical implications for leading employees in electronically-enabled work environments.

Citation: 
The Leadership Quarterly 25 (2014) 772 – 783

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