Individual Differences and Leader-Subordinate Relationships: Examining the Relations between Individual Attachment, Emotion Regulation, Leader-Member Exchange, and Employee Behaviour

TL;DRAbstract

There is scant research into the influence of leader or follower personality on the development of leader-member exchange quality (LMX; Dienesch & Liden, 1986; Gerstner & Day, 1997; Liden, Sparrowe, & Wayne, 1997, Harris, Harris, & Eplion, 2007). Furthermore, where such research has been undertaken, it has focused mostly on broad-trait based personality factors (such as the Big-Five; Phillips & Bedeian, 1994; Erdogan, Liden, & Wayne, 2006). There are strong theoretical grounds for expecting that more narrow and specific relationship-based personality assessments will provide superior prediction of LMX quality, and richer insights into the LMX development process. The current study draws on attachment theory (Bowlby, 1969/1982, 1973, 1980; Mikulincer & Shaver, 2007) to examine how individuals' dispositions relate to their LMX quality and two relationship-based aspects of work performance (organizational citizenship behaviour [OCB] and counterproductive work behaviour [CWB]). The moderat

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