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Culture’s Consequences for Leader-Member Engagement: An Investigation of National Culture as a Possible Moderator of the LMX-TMX Relationship

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This study investigates the moderating role of national culture on the effect of leader-member interaction on employee team engagement. In this context, leader-member interaction refers to leader-member exchange. Employee engagement refers to employee adherence to the work itself as well as employee team interaction or team member exchange. Through a literature review, the study synthesized prior findings related directly and indirectly to the research question. Findings suggest that national culture affirmatively moderates the effect of leader-member exchange on employee-team engagement, through one of two mechanisms: (a) cultural resistance, or (b) cultural substitution. It concludes with implications /recommendations for future research.

Author(s):

Robert Obeng    
University of Maryland University College
United States