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

Main Article Content

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.


Metrics Loading ...

Article Details

How to Cite
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.
Empirical Articles


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.

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.

Ashforth, B. E. (1989). The experience of powerlessness in organizations. Organizational Behavior and Human Decision Processes, 43(2), 207-242.

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.

Bandura, A. (1977). Self-efficacy: Toward a unifying theory of behavioral change. Psychological Review, 84(2), 191-215.

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.

Bhal, K. T., & Ansari, M. A. (1996). Measuring quality of interaction between leaders and members. Journal of Applied Social Psychology, 26(11), 945-972.

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.

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.

Bridge, K., & Baxter, L. A. (1992). Blended relationships: Friends as work associates. Western Journal of Communication, 56(3), 200-225.

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.

Conger, J. A., & Kanungo, R. N. (1988). The empowerment process: Integrating theory and practice. The Academy of Management Review, 13(3), 471-482.

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.

Deci, E. L., & Ryan, R. M. (1985). Intrinsic motivation and self-determination in human behavior. New York: Plenum.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

Gouldner, A. W. (1960). The norm of reciprocity: A preliminary statement. American Sociological Review, 25(2), 161-178.

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.

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.

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.

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.

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.

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.

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.

Kaiser, R. B., Hogan, R., & Craig, S. B. (2008). Leadership and the fate of organizations. American Psychologist, 63(2), 96-110.

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.

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.

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.

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.

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.

Liden, R. C., & Graen, G. (1980). Generalizability of the vertical dyad linkage model of leadership. Academy of Management Journal, 23(3), 451-465.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

Sidanius, J., & Pratto, F. (1999). Social dominance: An intergroup theory of social hierarchy and oppression. Cambridge University Press.

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.

Spreitzer, G. M. (1995). Psychological empowerment in the workplace: Dimensions, measurement, and validation. Academy of Management Journal, 38(5), 1442-1465.

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.

Tausch, N., & Hewstone, M. (2010). Social dominance orientation attenuates stereotype change in the face of disconfirming information. Social Psychology, 41(3), 169-176.

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.

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.

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.

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.

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.

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.

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.

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.

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.

Most read articles by the same author(s)

<< < 1 2 3 > >>