Social Dominance Orientation and Job Performance Moderating Effect of Leader-Member Resource Exchange Domains and Job Meaning
Article Sidebar
Main Article Content
Abstract
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.
Metrics
Article Details
This work is licensed under a Creative Commons Attribution 4.0 International License.
References
Aiello, A., Pratto, F., & Pierro, A. (2013). Framing social dominance orientation and power in organizational context. Basic and Applied Social Psychology, 35(5), 487-495. https://doi.org/10.1080/01973533.2013.823614 DOI: https://doi.org/10.1080/01973533.2013.823614
Aiken, L. S., & West, S. G. (1991). Multiple regression: Testing and interpreting interactions. Sage.
Altemeyer, B. (2004). Highly dominating, highly authoritarian personalities. The Journal of Social Psychology, 144(4), 421-448. https://doi.org/10.3200/SOCP.144.4.421-448 DOI: https://doi.org/10.3200/SOCP.144.4.421-448
Ashforth, B. E. (1989). The experience of powerlessness in organizations. Organizational Behavior and Human Decision Processes, 43(2), 207-242. https://doi.org/10.1016/0749-5978(89)90051-4 DOI: https://doi.org/10.1016/0749-5978(89)90051-4
Avolio, B. J., Waldman, D. A., & McDaniel, M. A. (1990). Age and work performance in nonmanagerial jobs: The effects of experience and occupational type. Academy of Management Journal, 33(2), 407-422. https://doi.org/10.2307/256331 DOI: https://doi.org/10.2307/256331
Bandura, A. (1977). Self-efficacy: Toward a unifying theory of behavioral change. Psychological Review, 84(2), 191-215. https://doi.org/10.1037/0033-295X.84.2.191 DOI: https://doi.org/10.1037/0033-295X.84.2.191
Bass, B. M., & Bass, R. (2008). The bass handbook of leadership: Theory, research, and managerial applications (4th ed.). Free Press.
Bergeron, D. M. (2007). The potential paradox of organizational citizenship behavior: Good citizens at what cost? Academy of Management Review, 32(4), 1078-1095. https://doi.org/10.5465/amr.2007.26585791 DOI: https://doi.org/10.5465/amr.2007.26585791
Bhal, K. T., & Ansari, M. A. (1996). Measuring quality of interaction between leaders and members. Journal of Applied Social Psychology, 26(11), 945-972. https://doi.org/10.1111/j.1559-1816.1996.tb01119.x DOI: https://doi.org/10.1111/j.1559-1816.1996.tb01119.x
Blau, P. M. (1964). Exchange and power in social life. Wiley.
Borman, W. C., Motowidlo, S. J. (1993) Expanding the criterion domain to include elements of contextual performance. In N. Schmitt & W. C. Borman (Eds.), Personnel selection in organizations (pp. 71-98). Jossey-Bass.
Borman, W. C., Penner, L. A., Allen, T. D., & Motowidlo, S. J. (2001). Personality predictors of citizenship performance. International Journal of Selection and Assessment, 9(1-2), 52-69. https://doi.org/10.1111/1468-2389.00163 DOI: https://doi.org/10.1111/1468-2389.00163
Bratt, C., Sidanius, J., & Sheehy-Skeffington, J. (2016). Shaping the development of prejudice: Latent growth modeling of the influence of social dominance orientation on outgroup affect in youth. Personality and Social Psychology Bulletin, 42(12), 1617-1634. https://doi.org/10.1177/0146167216666267 DOI: https://doi.org/10.1177/0146167216666267
Bridge, K., & Baxter, L. A. (1992). Blended relationships: Friends as work associates. Western Journal of Communication, 56(3), 200-225. https://doi.org/10.1080/10570319209374414 DOI: https://doi.org/10.1080/10570319209374414
Brief, A. P., Buttram, R. T., & Dukerich, J. M. (2001). Collective corruption in the corporate world: Toward a process model. In M. E. Turner (Ed.), Applied social research. groups at work: Theory and research (pp. 471-499). Lawrence Erlbaum Associates.
Brief, A. P., & Nord, W. R. (1990). Work and meaning: Definitions and interpretations. In A. P. Brief & W. R. Nord (Eds.), Issues in organization and management series. Meanings of occupational work: A collection of essays (pp. 1-19). Lexington Books/D. C. Heath and Com.
Brislin, R. W. (1986). The wording and translation of research instruments. In W. Lonner & J. Berry (Eds.), Field methods in cross-cultural research (pp. 137-164). Sage.
Coleman, V. I., & Borman, W. C. (2000). Investigating the underlying structure of the citizenship performance domain. Human Resource Management Review, 10(1), 25-44. https://doi.org/10.1016/S1053-4822(99)00037-6 DOI: https://doi.org/10.1016/S1053-4822(99)00037-6
Conger, J. A., & Kanungo, R. N. (1988). The empowerment process: Integrating theory and practice. The Academy of Management Review, 13(3), 471-482. https://doi.org/10.2307/258093 DOI: https://doi.org/10.5465/amr.1988.4306983
Dansereau, F., Graen, G., & Haga, W. J. (1975). A vertical dyad linkage approach to leadership within formal organizations: A longitudinal investigation of the role making process. Organizational Behavior & Human Performance, 13(1), 46-78. https://doi.org/10.1016/0030-5073(75)90005-7 DOI: https://doi.org/10.1016/0030-5073(75)90005-7
Deci, E. L., & Ryan, R. M. (1985). Intrinsic motivation and self-determination in human behavior. New York: Plenum. DOI: https://doi.org/10.1007/978-1-4899-2271-7
De Cremer, D., Cornelis, I., & Van Hiel, A. (2008). To whom does voice in groups matter? Effects of voice on affect and procedural fairness judgments as a function of social dominance orientation. Journal of Social Psychology, 148(1), 61-76. https://doi.org/10.3200/SOCP.148.1.61-76 DOI: https://doi.org/10.3200/SOCP.148.1.61-76
Deluga, R. J. (1998). Leader-member exchange quality and effectiveness ratings: The role of subordinate-supervisor conscientiousness similarity. Group & Organization Management, 23(2), 189-216. https://doi.org/10.1177/1059601198232006 DOI: https://doi.org/10.1177/1059601198232006
Dienesch, R. M., & Liden, R. C. (1986). Leader-member exchange model of leadership: A critique and further development. The Academy of Management Review, 11(3), 618-634. http://dx.doi.org/10.2307/258314 DOI: https://doi.org/10.5465/amr.1986.4306242
Duckitt, J. (2001). A dual-process cognitive- motivational theory of ideology and prejudice. In M. P. Zanna (Ed.), Advances in experimental social psychology, Vol. 33 (pp. 41-113). Academic Press. https://doi.org/10.1016/S0065-2601(01)80004-6 DOI: https://doi.org/10.1016/S0065-2601(01)80004-6
Dulebohn, J. H., Bommer, W. H., Liden, R. C., Brouer, R. L., & Ferris, G. R. (2012). A meta-analysis of antecedents and consequences of leader-member exchange: Integrating the past with an eye toward the future. Journal of Management, 38(6), 1715-1759. https://doi.org/10.1177/0149206311415280 DOI: https://doi.org/10.1177/0149206311415280
Duriez, B., & Van Hiel, A. (2002). The march of modern fascism. A comparison of social dominance orientation and authoritarianism. Personality and Individual Differences, 32(7), 1199-1213. https://doi.org/10.1016/S0191-8869(01)00086-1 DOI: https://doi.org/10.1016/S0191-8869(01)00086-1
Duriez, B., Vansteenkiste, M., Soenens, B., & De Witte, H. (2007). The social costs of extrinsic relative to intrinsic goal pursuits: Their relation with social dominance and racial and ethnic prejudice. Journal of Personality, 75(4), 757-782. https://doi.org/10.1111/j.1467-6494.2007.00456.x DOI: https://doi.org/10.1111/j.1467-6494.2007.00456.x
Foa, E. B., & Foa, U. G. (1980) Resource Theory. In K. J. Gergen, M. S. Greenberg, & R. H. Willis (Eds.), Social exchange (pp. 77-94). Springer. https://doi.org/10.1007/978-1-4613-3087-5_4 DOI: https://doi.org/10.1007/978-1-4613-3087-5_4
Foa, U. G., & Foa, E. B. (1974). Societal structures of the mind. Charles C Thomas.
Giessner, S. R., & Schubert, T. W. (2007). High in the hierarchy: How vertical location and judgments of leaders’ power are interrelated. Organizational Behavior and Human Decision Processes, 104(1), 30-44. https://doi.org/10.1016/j.obhdp.2006.10.001 DOI: https://doi.org/10.1016/j.obhdp.2006.10.001
Graen, G. B., & Scandura, T. A. (1987). Toward a psychology of dyadic organizing. Research in Organizational Behavior, 9, 175-208.
Graen, G. B., & Uhl-Bien, M. (1995). Relationship-based approach to leadership: Development of leader-member exchange (LMX) theory of leadership over 25 years: Applying a multi-level multi-domain perspective. The Leadership Quarterly, 6(2), 219-247. https://doi.org/10.1016/1048-9843(95)90036-5 DOI: https://doi.org/10.1016/1048-9843(95)90036-5
Gouldner, A. W. (1960). The norm of reciprocity: A preliminary statement. American Sociological Review, 25(2), 161-178. https://doi.org/10.2307/2092623 DOI: https://doi.org/10.2307/2092623
Haley, H., & Sidanius, J. (2005). Person- organization congruence and the maintenance of group-based social hierarchy: A social dominance perspective. Group Processes & Intergroup Relations, 8(2), 187-203. https://doi.org/10.1177/1368430205051067 DOI: https://doi.org/10.1177/1368430205051067
Harris, K. J., Wheeler, A. R., & Kacmar, K. M. (2009). Leader-member exchange and empowerment: Direct and interactive effects on job satisfaction, turnover intentions, and performance. The Leadership Quarterly, 20(3), 371-382. https://doi.org/10.1016/j.leaqua.2009.03.006 DOI: https://doi.org/10.1016/j.leaqua.2009.03.006
Ho, A. K., Sidanius, J., Kteily, N., Sheehy- Skeffington, J., Pratto, F., Henkel, K. E., Foels, R. & Stewart, A. L. (2015). The nature of social dominance orientation: Theorizing and measuring preferences for intergroup inequality using the new SDO7 scale. Journal of Personality and Social Psychology, 109(6), 1003-1028. https://doi.org/10.1037/pspi0000033 DOI: https://doi.org/10.1037/pspi0000033
Ho, A. K., Sidanius, J., Pratto, F., Levin, S., Thomsen, L., Kteily, N., & Sheehy- Skeffington, J. (2012). Social dominance orientation: Revisiting the structure and function of a variable predicting social and political attitudes. Personality and Social Psychology Bulletin, 38(5), 583-606. https://doi.org/10.1177/0146167211432765 DOI: https://doi.org/10.1177/0146167211432765
Johnson, J. W. (2001). The relative importance of task and contextual performance dimensions to supervisor judgments of overall performance. Journal of Applied Psychology, 86(5), 984-996. https://doi.org/10.1037/0021-9010.86.5.984 DOI: https://doi.org/10.1037/0021-9010.86.5.984
Jones, D. N., & Figueredo, A. J. (2013). The core of darkness: Uncovering the heart of the dark triad. European Journal of Personality, 27(6), 521-531. https://doi.org/10.1002/per.1893 DOI: https://doi.org/10.1002/per.1893
Jost, J. T., & Thompson, E. P. (2000). Group-based dominance and opposition to equality as independent predictors of self- esteem, ethnocentrism, and social policy attitudes among african americans and european americans. Journal of Experimental Social Psychology, 36(3), 209-232. https://doi.org/10.1006/jesp.1999.1403 DOI: https://doi.org/10.1006/jesp.1999.1403
Kaiser, R. B., Hogan, R., & Craig, S. B. (2008). Leadership and the fate of organizations. American Psychologist, 63(2), 96-110. https://doi.org/10.1037/0003-066X.63.2.96 DOI: https://doi.org/10.1037/0003-066X.63.2.96
Kandler, C., Bell, E., & Riemann, R. (2016). The structure and sources of right‐wing authoritarianism and social dominance orientation. European Journal of Personality, 30(4), 406-420.https://doi.org/10.1002/per.2061 DOI: https://doi.org/10.1002/per.2061
Khan, A. K., Moss, S., Quratulain, S., & Hameed, I. (2018). When and how subordinate performance leads to abusive supervision: A social dominance perspective. Journal of Management, 44(7), 2801-2826. https://doi.org/10.1177/0149206316653930 DOI: https://doi.org/10.1177/0149206316653930
Kim, D., & Yoo, T. (2002). The relationship between the big five personality factors and contextual performance in work organizations. Korean Journal of Industrial and Organizational Psychology, 15(2), 1-24.
Kugler, M. B., Cooper, J., & Nosek, B. A. (2010). Group-based dominance and opposition to equality correspond to different psychological motives. Social Justice Research, 23(2-3), 117-155. https://doi.org/10.1007/s11211-010-0112-5 DOI: https://doi.org/10.1007/s11211-010-0112-5
Lee, H., & Yoo. T. (2018). The relationship between social dominance orientation and contextual performance: The mediating role of grandiosity and dominance. Korean Journal of Industrial and Organizational Psychology, 31(4), 795-829. https://doi.org/10.24230/kjiop.v31i4 DOI: https://doi.org/10.24230/kjiop.v31i4.795-829
Liao, H., Liu, D., & Loi, R. (2010). Looking at both sides of the social exchange coin: A social cognitive Perspective on the ioint effects of relationship quality and differentiation on creativity. Academy of Management Journal, 53(5), 1090-1109. https://doi.org/10.5465/amj.2010.54533207 DOI: https://doi.org/10.5465/amj.2010.54533207
Liden, R. C., & Graen, G. (1980). Generalizability of the vertical dyad linkage model of leadership. Academy of Management Journal, 23(3), 451-465. https://doi.org/10.2307/255511 DOI: https://doi.org/10.5465/255511
Liden, R. C., & Maslyn, J. M. (1998). Multidimensionality of leader-member exchange: An empirical assessment through scale development. Journal of Management, 24(1), 43-72. https://doi.org/10.1016/S0149-2063(99)80053-1 DOI: https://doi.org/10.1016/S0149-2063(99)80053-1
MacKenzie, S. B., Podsakoff, P. M., & Fetter, R. (1991). Organizational citizenship behavior and objective productivity as determinants of managerial evaluations of salespersons' performance. Organizational Behavior and Human Decision Processes, 50(1), 123-150. https://doi.org/10.1016/0749-5978(91)90037-T DOI: https://doi.org/10.1016/0749-5978(91)90037-T
Magee, J. C., & Galinsky, A. D. (2008). Social hierarchy: The self‐reinforcing nature of power and status. The Academy of Management Annals, 2(1), 351-398. http://dx.doi.org/10.1080/19416520802211628 DOI: https://doi.org/10.5465/19416520802211628
Mainiero, L. A. (1986). Coping with powerlessness: The relationship of gender and job dependency to empowerment-strategy usage. Administrative Science Quarterly, 31(4), 633-653. https://doi.org/10.2307/2392967 DOI: https://doi.org/10.2307/2392967
Maslyn, J. M., & Uhl-Bien, M. (2001). Leader- member exchange and its dimensions: Effects of self-effort and other's effort on relationship quality. Journal of Applied Psychology, 86(4), 697-708. https://doi.org/10.1037/0021-9010.86.4.697 DOI: https://doi.org/10.1037/0021-9010.86.4.697
Maynard, M. T., Gilson, L. L., & Mathieu, J. E. (2012). Empowerment-Fad or fab? A multilevel review of the past two decades of research. Journal of Management, 38(4), 1231-1281. https://doi.org/10.1177/0149206312438773 DOI: https://doi.org/10.1177/0149206312438773
McFarland, K, S. G., & Adelson, S. (1996). An omnibus study of personality, values, and prejudice. Paper presented at the annual meeting of the International Society for Political Psychology. Vancouver. British Columbia. https://doi.org/10.1177/1088868308319226 DOI: https://doi.org/10.1177/1088868308319226
Murstein, B. I., Cerreto, M., & MacDonald, M. G. (1977). A theory and investigation of the effect of exchange-orientation on marriage and friendship. Journal of Marriage and the Family, 39(3), 543-548. https://doi.org/10.2307/350908 DOI: https://doi.org/10.2307/350908
Parkins, I. S., Fishbein, H. D., & Ritchey, P. N. (2006). The influence of personality on workplace bullying and discrimination. Journal of Applied Social Psychology, 36(10), 2554-2577. https://doi.org/10.1111/j.0021-9029.2006.00117.x DOI: https://doi.org/10.1111/j.0021-9029.2006.00117.x
Pearce, J. L., & Gregersen, H. B. (1991). Task interdependence and extrarole behavior: A test of the mediating effects of felt responsibility. Journal of Applied Psychology, 76(6), 838-844. https://doi.org/10.1037/0021-9010.76.6.838 DOI: https://doi.org/10.1037/0021-9010.76.6.838
Pratto, F., Sidanius, J., Stallworth, L. M., & Malle, B. F. (1994). Social dominance orientation: A personality variable predicting social and political attitudes. Journal of Personality and Social Psychology, 67(4), 741-763. http://dx.doi.org/10.1037/0022-3514.67.4.741 DOI: https://doi.org/10.1037/0022-3514.67.4.741
Roets, A., & Van Hiel, A. (2006). Need for closure relations with authoritarianism, conservative beliefs and racism: The impact of urgency and permanence tendencies. Psychologica Belgica, 46(3), 235-252. http://doi.org/10.5334/pb-46-3-235 DOI: https://doi.org/10.5334/pb-46-3-235
Seibert, S. E., Wang, G., & Courtright, S. H. (2011). Antecedents and consequences of psychological and team empowerment in organizations: A meta-analytic review. Journal of Applied Psychology, 96(5), 981-1003.https://doi.org/10.1037/a0022676 DOI: https://doi.org/10.1037/a0022676
Sidanius, J., & Pratto, F. (1999). Social dominance: An intergroup theory of social hierarchy and oppression. Cambridge University Press. DOI: https://doi.org/10.1017/CBO9781139175043
Siemsen, E., Roth, A., & Oliveira, P. (2010). Common method bias in regression models with linear, quadratic, and interaction effects. Organizational Research Methods, 13(3), 456-476. https://doi.org/10.1177/1094428109351241 DOI: https://doi.org/10.1177/1094428109351241
Spreitzer, G. M. (1995). Psychological empowerment in the workplace: Dimensions, measurement, and validation. Academy of Management Journal, 38(5), 1442-1465.https://doi.org/10.5465/256865 DOI: https://doi.org/10.5465/256865
Spreitzer, G. M., Kizilos, M. A., & Nason, S. W. (1997). A dimensional analysis of the relationship between psychological empowerment and effectiveness, satisfaction, and strain. Journal of Management, 23(5), 679- 704. https://doi.org/10.1016/S0149-2063(97)90021-0 DOI: https://doi.org/10.1177/014920639702300504
Tausch, N., & Hewstone, M. (2010). Social dominance orientation attenuates stereotype change in the face of disconfirming information. Social Psychology, 41(3), 169-176. https://doi.org/10.1027/1864-9335/a000024 DOI: https://doi.org/10.1027/1864-9335/a000024
Taylor, J. (2013). Goal setting in the Australian public service: Effects on psychological empowerment and organizational citizenship behavior. Public Administration Review, 73(3), 453-464. https://doi.org/10.1111/puar.12040 DOI: https://doi.org/10.1111/puar.12040
Teichman, M. (1971). Satisfaction from interpersonal relations following resource exchange. Unpublished dissertation, University of Missouri, Columbia.
Thomas, K. W., & Velthouse, B. A. (1990). Cognitive elements of empowerment: An “interpretive” model of intrinsic task motivation. Academy of Management Review, 15(4), 666-681. https://doi.org/10.5465/amr.1990.4310926 DOI: https://doi.org/10.5465/amr.1990.4310926
Turner, J. L., Foa, E. B., & Foa, U. G. (1971). Interpersonal reinforcers: Classification, interrelationship, and some differential properties. Journal of Personality and Social Psychology, 19(2), 168-180. https://doi.org/10.1037/h0031278 DOI: https://doi.org/10.1037/h0031278
Tziner, A., Fein, E. C., Sharoni, G., Bar-Hen, P., & Nord, T. (2010). Constructive deviance, leader-member exchange, and confidence in appraisal: How do they interrelate, if at all? Revista de Psicología del Trabajo y de las Organizaciones, 26(2), 95-100. http://dx.doi.org/10.5093/tr2010v26n2a1 DOI: https://doi.org/10.5093/tr2010v26n2a1
Van Scotter, J. R., & Motowidlo, S. J. (1996). Interpersonal facilitation and job dedication as separate facets of contextual performance. Journal of Applied Psychology, 81(5), 525-531. https://doi.org/10.1037/0021-9010.81.5.525 DOI: https://doi.org/10.1037/0021-9010.81.5.525
Wagner III, J. A. (1995). On beating dead horses, reconsidering reconsiderations, and ending disputes: Further thoughts about a recent study of research on participation. The Academy of Management Review, 20(3), 506-509. https://www.jstor.org/stable/258785
Webster, D. M., & Kruglanski, A. W. (1997). Cognitive and social consequences of the need for cognitive closure. European Review of Social Psychology, 8(1), 133-173. https://doi.org/10.1080/14792779643000100 DOI: https://doi.org/10.1080/14792779643000100
Wilson, K. S., Sin, H.-P., & Conlon, D. E. (2010). What about the leader in leader- member exchange? The impact of resource exchanges and substitutability on the leader. The Academy of Management Review, 35(3), 358-372.https://doi.org/10.5465/AMR.2010.51141654 DOI: https://doi.org/10.5465/amr.35.3.zok358
Yoo, T. (2007). The relationship between HEXACO personality factors and a variety of performance in work organization. Korean Journal of Industrial and Organizational Psychology, 20(3), 283-314. https://doi.org/10.24230/ksiop.20.3.200708.283 DOI: https://doi.org/10.24230/ksiop.20.3.200708.283