Forgiveness in leader–member exchange relationships: Mediating and moderating mechanisms
Radulovic, A.B.; Thomas, G.; Epitropaki, O.; Legood, A.
Professor Olga Epitropaki email@example.com
Guided by the relationship science literature, we developed and tested a model of forgiveness in LMX relationships across three independent studies. Study 1 utilized a sample of 254 employees from eight organizations located in four countries and showed that higher quality LMX led to higher job satisfaction and subjective well-being via greater follower’s forgiveness and subsequent follower’s relational efforts. Building on Study 1, Study 2 (N = 95) adopted an experimental scenario design in order to examine the association between LMX and forgiveness as well as the moderating role of forgiveness climate. LMX was found to positively affect forgiveness and forgiveness climate was found to be a significant moderator. Study 3 was a time-lagged study that utilised a sample of 262 working professionals in the US and provided support for our hypothesized model. Overall, our three studies cast light on forgiveness processes in LMX relationships and show that forgiveness can be used as a relationship maintenance strategy that yields positive outcomes.
Radulovic, A., Thomas, G., Epitropaki, O., & Legood, A. (2019). Forgiveness in leader–member exchange relationships: Mediating and moderating mechanisms. Journal of Occupational and Organizational Psychology, 92(3), 498-534. https://doi.org/10.1111/joop.12274
|Journal Article Type||Article|
|Acceptance Date||Apr 16, 2019|
|Online Publication Date||May 15, 2019|
|Publication Date||Sep 30, 2019|
|Deposit Date||May 1, 2019|
|Publicly Available Date||May 15, 2020|
|Journal||Journal of Occupational and Organizational Psychology|
|Peer Reviewed||Peer Reviewed|
Accepted Journal Article
This is the accepted version of the following article: Radulovic, A.B., Thomas, G., Epitropaki, O. & Legood, A. (2019). Forgiveness in Leader-Member Exchange (LMX) Relationships: Mediating and Moderating Mechanisms. Journal of Occupational and Organizational Psychology 92(3): 498-534, which has been published in final form at https://doi.org/10.1111/joop.12274. This article may be used for non-commercial purposes in accordance With Wiley Terms and Conditions for self-archiving.
You might also like
The SAGE Handbook of Leadership