Polychronicity and its Impact on Leader-Member Exchange and Outcome Behaviors

Open Access
Lindsay, Douglas Ray
Graduate Program:
Doctor of Philosophy
Document Type:
Date of Defense:
February 29, 2008
Committee Members:
  • Rick R Jacobs, Committee Chair
  • James Lewis Farr, Committee Member
  • Susan Mohammed, Committee Member
  • Stephen Joel Beckerman, Committee Member
  • leadership
  • leader-member exchange
  • polychronicity
  • citizenship behaviors
Previous empirical leadership research has shown the value of a good relationship between the leader and the follower (known as leader-member exchange or LMX). Many positive organizational outcomes (i.e., job satisfaction, organizational commitment, reduced turnover). are a result of this relationship. More recently, temporal factors in the workplace have received attention with respect to how they influence workers and resultant employee outcomes. The goal of this study was to examine how the temporal factor of polychronicity influences the LMX relationship as well as the implications for individual and organizational outcomes (e.g., extra role behaviors, performance). It was found that polychronicity was related to positive extra role behaviors (citizenship behaviors) but not negative extra role behaviors (counterproductive behaviors). In addition, a match between how the individual prefers to do work and how the job requires them to work was related to more citizenship behaviors and lower intentions to turnover. Finally, this match also moderated the relationship between LMX and negative workplace behaviors.