Deadly combinations: how leadership contexts undermine the activation and enactment of followers’ high core self-evaluations in performance
研究揭示，当领导者的核心自我评价高但领导-成员交换质量低，或领导者核心自我评价低但交换质量高时，高核心自我评价员工的绩效反而下降，而低核心自我评价员工在某些情境下表现更好。
Employees with high core self-evaluations (CSE) generally perform well in their jobs. The enactment of CSE in performance occurs within contexts, and leadership is one form of context that influences the activation and expression of CSE. Drawing on theories of CSE and leader–member exchange (LMX), we characterized the leadership context as the interaction between leader CSE and LMX quality. Examination of 173 followers and their 31 leaders in a manufacturing organization showed a positive association between follower CSE and performance when the context comprised high leader CSE and high LMX. Conversely, leadership contexts comprising high leader CSE and low LMX, or low leader CSE and high LMX, resulted in a negative relationship between follower CSE and performance. We also show that low CSE followers have relatively high performance under some circumstances. Thus, we contribute to understanding how some leadership contexts undermine high CSE followers’ performance and promote low CSE followers’ performance.