The effects of the leader–member exchange relationship on rater accountability: A conceptual approach

摘要

AbstractIn contemporary organizational psychology research, the effect of the leader–membership exchange (LMX) relationship on rater accountability has received little attention. The current study seeks to fill this gap in the literature by explaining how the quality of the LMX relationship between the rater and the audience of appraisal affects rater accountability. Moreover, this paper examines how the upward strategies of both the rater and the ratee influence LMX relationships in the appraisal context. Employee resistance in performance appraisal is assumed to moderate the relationship between LMX and rater accountability. A conceptual model depicting the relationship between upward influence tactics, LMX relationship quality, rater accountability and performance rating is presented.