Title

Leader Deception Influences on Leader–Member Exchange and Subordinate Organizational Commitment

Document Type

Article

Department or Administrative Unit

Management

Publication Date

2011

Abstract

Deception is a common and daily occurrence in organizations. Despite this, little is known about how leader deception influences follower perceptions and commitment to the leader and the broader organization. This laboratory experiment uses a low-fidelity simulation task to investigate the effects of leader deception on follower perceptions of leader–member exchange (LMX) and follower commitment to the organization. Moderating effects of financial outcomes that resulted from deception, or who gained from deception, were also tested. Results showed negative effects of leader deception on follower LMX perceptions and affective commitment. Leader financial gain worsened the effects of leader deception on LMX compared with organizational financial gain. Implications of these findings are discussed.

Comments

This article was originally published in Journal of Leadership and Organizational Studies. The full-text article from the publisher can be found here.

Due to copyright restrictions, this article is not available for free download from ScholarWorks @ CWU.

Journal

Journal of Leadership and Organizational Studies

Rights

© Baker College 2011

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