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Leveraging leader–leader exchange to enrich the effect of leader–member exchange on team innovation

Published online by Cambridge University Press:  25 October 2017

Jaewan Yang
Jaewan Yang*
Affiliation:
Department of Management and Organization Studies, Hankuk University of Foreign Studies, Seoul, Korea
*
Corresponding author: jwyang@hufs.ac.kr
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Abstract

In this study, I propose supervisors’ upward leader–leader exchange relationships as an important boundary condition for the relationship between average leader–member exchange (LMX) relationships and a climate for innovation support at the group level. Specifically, I argue that the effect of resource spillover to poor-LMX subordinates within a work group is an important mechanism that leads to the development of a climate that supports innovation. I test the hypothesized moderated-mediation model by using multisource and multiwave data collected from 590 employees and 75 supervisors. The findings indicate that the indirect effect of team LMX relationships on team effectiveness via a climate for innovation support is more positive under high conditions of leader–leader exchange, whereas the effect is less positive under low conditions of leader–leader exchange. Implications and limitations relevant to developing research around LMX and innovation are addressed.

Keywords

average leader–member exchange (LMX)leader–leader exchange (LLX)climate for innovation supportteam effectivenessresource spillover
Type
Research Article
Information
Journal of Management & Organization , Volume 26 , Issue 4 , July 2020 , pp. 555 - 570
Copyright
Copyright © Cambridge University Press and Australian and New Zealand Academy of Management 2017

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