The supervisor POS–LMX–subordinate POS chain: Moderation by reciprocation wariness and supervisor's organizational embodiment
研究揭示了主管的组织支持感通过领导成员交换影响下属的组织支持感，进而减少下属退缩行为的链条，并发现主管的互惠警惕和下属对主管的组织认同起调节作用。
Summary We present three studies providing an increased understanding of the interdependence between perceived organizational support (POS) and leader–member exchange (LMX). Using employees from a social service agency and new hires from a variety of organizations, we report evidence for a relational chain leading from supervisors' perceptions of support by the organization (supervisor POS) to the formation of high‐quality LMX relationships with their subordinates (first link), who interpret high‐quality LMX as support from the organization (subordinate POS, second link) and, ultimately, repay the organization with increased dedication and effort (examined here in terms of reduced withdrawal behavior). The relationship between supervisor POS and LMX with subordinates was strongly moderated by supervisor fear of exploitation in exchange relationships (reciprocation wariness), holding only for supervisors with low reciprocation wariness. Consistent with the view that employees perceive the organization as partly responsible for treatment received from supervisors, LMX was found to be more strongly related to POS when employees highly identified their supervisors with the organization (supervisor's organizational embodiment), and this interaction extended to reduced withdrawal behavior. Copyright © 2013 John Wiley & Sons, Ltd.