Social Dominance Orientation and Job Performance Moderating Effect of Leader-Member Resource Exchange Domains and Job Meaning

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TaeYong Yoo
HyunJun Lee


Recently, as one of few personality traits which significantly predicts discrimination and prejudice against various social groups, the researches on the effect of social dominance orientation are substantially growing, however researches directly aimed at the effect of social dominance orientation on individual performance are still limited. In this research, from the interactionalistic approach of person-environment, based on social dominance theory and resource theory, we investigated the effect of social dominance orientation on the employee’s job performance(task performance and contextual performance), along with exploring the moderating effect of leader-member resource exchange domains(contribution exchange and affect exchange) and job meaning factor from psychological empowerment. Self-reported survey data were obtained from 345 employees from various organizations in Korea. The results showed that LMX contribution exchange buffered the negative impact of social dominance orientation on contextual performance. The interaction between social dominance orientation and LMX affect exchange affected task performance negatively, but job meaning significantly reduced the negative impact. Based on these results, we discussed implications and limitations of this study and directions for future research.


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Yoo, T., & Lee, H. (2021). Social Dominance Orientation and Job Performance: Moderating Effect of Leader-Member Resource Exchange Domains and Job Meaning. Korean Journal of Industrial and Organizational Psychology, 34(3), 451–478.
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