Source: Shahidul Hassan and Deneen M. Hatmaker, Journal of Public Admin. Research and Theory, Volume 25, Issue 4, October 2015
From the abstract:
Few studies in public management have assessed whether managerial leadership has any influence on job performance of public employees. This study employs a well-established theory of leadership, leader-member exchange (LMX) theory, to consider the effects of the manager-employee relationship on ratings of employee in-role and extra-role performance. It also investigates how differences in gender between the manager and employee and duration of their relationship may influence the effects of LMX on employee job performance. We examine these linkages with data from two surveys of 477 employees and 161 managers working in a large state government agency. We find that when the quality of LMX is high, employees receive higher performance ratings, and this association is moderated by difference in gender between an employee and manager and the duration of time an employee has worked for a particular manager. We discuss implications of our findings and avenues for future research for public management scholarship. We also offer suggestions for public management practice regarding how to develop high-quality relationships with employees.