团队层领导-成员交换关系（TLMX）是团队中领导-成员交换关系（LMX）的总质量或集中趋势。学界发现TLMX能够促进员工的角色外行为,却未考察对组织能够产生直接影响的角色内行为—工作绩效。基于社会信息加工理论,探索TLMX对员工工作绩效的直接影响,团队共享心智模型的中介作用和团队任务互依性的调节作用。使用Mplus对三个时点78个团队和328名员工的配对数据分析后发现：1）TLMX分别对团队共享心智模型和工作绩效具有正向影响;2）团队共享心智模型在TLMX和工作绩效间具有完全中介作用;3）团队任务互依性越高,越削弱TLMX对工作绩效的正向影响。
Abstract
Team-level leader-member exchange relationship (TLMX) is the overall quality or central tendency of the leader-member exchange relationships (LMX) within a team, which defines the nature of interactions between leaders and the entire team and has a profound influence on both the teams and their individual members. Scholars have primarily explored the impact and underlying mechanisms of TLMX on teams process and effectiveness and paid less attention to subordinates' extra-role behaviors, such as innovative and helping behaviors, but neglected to investigate in-role behavior-job performance, which serves as the currency of social exchange between leaders and members and directly influences organizational effectiveness.
Drawing on the social information processing theory, this paper explores the direct effects of TLMX on job performance, its underlying mechanisms, and the boundary conditions. First, TLMX is positively correlated with the employee’s job performance. By fostering an equity rule of “high performance, high rewards” in resource allocation within the team, TLMX emphasizes the cues derived from high performance among coworkers, thereby motivating team members to elevate their own performance. Second, TLMX indirectly affects employees’ job performance through the mediation of Shared Mental Models (SMMs). SMMs refer to a common understanding among team members, developed through shared experiences, regarding expected collective behavior patterns during team actions. TLMX helps leaders in cultivating SMMs through sense-making and sense-giving processes. Furthermore, SMMs enable team members to effectively form a coherent knowledge structure of crucial elements such as team tasks and environments, minimizing the likelihood of directional errors in work and enhancing the level of implicit coordination among members. This, in turn, reduces communication costs and time, and improves the level of mutual cooperation, ultimately contributing to individuals' efficiency in completing their work tasks. Thus, TLMX enhances job performance through the mediation of SMMs. Lastly, task interdependence negatively moderates the relationship between TLMX and job performance. According to the social information processing theory, information about certain task environment features influences individual behavior. Task interdependence refers to the degree to which team members rely on each other to share resources, information, and expertise to complete their tasks, It is a representative variable reflecting team structure and task characteristics and affects the rules of resource allocation. As task interdependence increases, teams encourage members to cooperate more closely to achieve collective goals, making it more challenging to allocate resources based on equitable rules, thereby diminishing the effectiveness of TLMX in improving individual performance.
Data were collected from 550 employees across 96 teams in 13 organizations, with a minimum response rate of 80% required for inclusion in the analysis. After applying these criteria, 78 teams with 324 employees were included in the study. In addition, we distributed the questionnaires at three distinct time points. At time 1, the LMX Questionnaire was distributed to all employees in each department; at time 2, the Task Interdependence and Shared Mental Model Questionnaire was distributed to all employees in each department; at time 3, the Employee Job Performance Questionnaire was distributed to department managers. Because our theoretical model encompasses variables at both team and individual levels, we employed the Hierarchical Linear Modeling (HLM) with Mplus to analyze the data from 328 employees in 78 teams. Our findings indicate that: 1) TLMX has a positive effect on employees' shared mental model and job performance, respectively; 2) shared mental models mediate the relationship between TLMX and job performance; and 3) task interdependence negatively moderates the relationship between TLMX and job performance, such that higher interdependence weakens the positive effect of TLMX on job performance.
This study makes three key theoretical contributions: 1) it extends the research on TLMX by incorporating the social information processing theory and innovative measurement techniques, broadening the theoretical and methodological scope of TLMX research; 2) it enhances the understanding of job performance antecedents within the LMX framework by exploring the collective social exchange mechanisms at the team level; 3) it enriches the literature on shared mental models by introducing TLMX at the team level and investigating its antecedents from a leader-team relationship perspective.
关键词
团队层领导-成员交换关系 /
工作绩效 /
团队共享心智模型 /
任务互依性
Key words
team-level leader-member exchange relationship /
job performance /
team shared mental model /
task interdependence
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基金
*本研究得到国家自然科学基金项目（72172124,72172005,72172122,72372001）的资助
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