Leader-member exchange and subjective well-being: the moderating role of metacognitive cultural intelligence

Le, Huong, Jiang, Zhou and Radford, Katrina 2020, Leader-member exchange and subjective well-being: the moderating role of metacognitive cultural intelligence, Personnel review, pp. 1-17, doi: 10.1108/PR-02-2020-0065.

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Title Leader-member exchange and subjective well-being: the moderating role of metacognitive cultural intelligence
Author(s) Le, HuongORCID iD for Le, Huong orcid.org/0000-0002-1806-6089
Jiang, Zhou
Radford, Katrina
Journal name Personnel review
Start page 1
End page 17
Total pages 17
Publisher Emerald
Place of publication Bingley, Eng.
Publication date 2020
ISSN 0048-3486
1758-6933
Keyword(s) Social Sciences
Industrial Relations & Labor
Psychology, Applied
Management
Business & Economics
Psychology
Metacognitive cultural intelligence
Leader-member exchange
Subjective well-being
Life satisfaction
Migrant
QUALITY-OF-LIFE
EMOTIONAL EXHAUSTION
AFFECTIVE COMMITMENT
MEDIATING ROLE
LMX
WORK
SATISFACTION
RESOURCES
BEHAVIORS
HEALTH
Summary Purpose - This study examines employees' metacognitive cultural intelligence as a moderator in the relationship between leader-member exchange (LMX) and employees' subjective well-being. Design/methodology/approach - We tested the conceptual model using regression analysis from a sample of 462 migrant workers in Findings - The results demonstrated that employees' metacognitive cultural intelligence moderated the relationship between LMX and employees' subjective well-being in such a way that the effect was stronger among those employees with lower levels of metacognitive cultural intelligence.Research limitations/implications - The cross-sectional design, with self-reporting at one point in time, could affect a causal relationship among variables, although each relationship was built on strong theoretical perspectives. However, prior research emphasizes that a single source is not considered to be an issue when interactions are examined.Practical implications - One way to improve metacognitive cultural intelligence for global leadership effectiveness could be through the introduction of diversity and cross-cultural training, such as didactic programs provided either in-house or by external institutions.Originality/value - Drawing on Conservation of Resources theory, this paper contributes to the literature by demonstrating that employees' metacognitive cultural intelligence is a boundary condition that alters the strengths of the LMX–subjective well-being relationship.
Notes Ahead of Print Article
Language eng
DOI 10.1108/PR-02-2020-0065
Indigenous content off
Field of Research 1503 Business and Management
1605 Policy and Administration
1701 Psychology
HERDC Research category C1 Refereed article in a scholarly journal
ERA Research output type C Journal article
Persistent URL http://hdl.handle.net/10536/DRO/DU:30141537

Document type: Journal Article
Collections: Faculty of Business and Law
Department of Management
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