The cynical subordinate : exploring organizational cynicism, LMX, and loyalty
Purpose: Adopting a social exchange framework, this article examines the relationship between organizational cynicism and leader–member exchange (LMX) using two different methodologies. Design/methodology/approach: Study 1 utilizes a longitudinal panel design (N = 291) to examine the reciprocal relationships between organizational cynicism and LMX over time. Study 2 (N = 348) positions loyalty as a possible mechanism through which organizational cynicism might impair LMX. Findings: Study 1 provides evidence for the existence of some reciprocity in the relationships between organizational cynicism and LMX; however, organizational cynicism appears to be a stronger predictor of LMX than the obverse. The results of Study 2 suggest that cynical employees are less loyal to their supervisors, and this cynicism can interfere with the reciprocity process inherent in the creation and maintenance of high-quality social exchanges at work. Originality/value: This is the first study to examine the relations between organizational cynicism and LMX in a longitudinal design. Additionally, the inclusion of loyalty and demonstration that organizational cynicism impacts loyalty to supervisors negatively represents a novel direction in organizational cynicism research.
Year of publication: |
2020
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Authors: | Scott, Kristyn A. ; Zweig, David |
Published in: |
Personnel Review. - Emerald, ISSN 0048-3486, ZDB-ID 1480053-6. - Vol. 49.2020, 8 (19.02.), p. 1731-1748
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Publisher: |
Emerald |
Saved in:
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