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Leader–member exchange and organizational dehumanization: The role of supervisor’s organizational embodiment

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  • Stinglhamber, Florence
  • Caesens, Gaëtane
  • Chalmagne, Benoît
  • Demoulin, Stéphanie
  • Maurage, Pierre

Abstract

This research examined the negative relationship between leader–member exchange (LMX) and organizational dehumanization (i.e., employees’ perceptions that their organization treats them like tools), and specifically the consequences of this LMX–dehumanization relationship on employees’ emotional exhaustion, affective commitment, and voice behaviors. Further, given that supervisors act as representatives of the organization, we argued that these relationships would be stronger for employees identifying their supervisor with the organization (i.e., high supervisor’s organizational embodiment). Across two samples, results showed that high-quality LMX was negatively associated with organizational dehumanization. Further, organizational dehumanization was found to mediate the relationships between LMX and outcomes (i.e., emotional exhaustion, affective commitment, and voice behaviors). Finally, the mediation model was moderated by supervisor’s organizational embodiment. More specifically, the negative effects of LMX on organizational dehumanization and its subsequent outcomes were stronger when leaders were perceived as sharing many characteristics with their organization. This research expands the recent and scarce knowledge on the determinants, boundary conditions and outcomes of organizational dehumanization. Our findings suggest that interpersonal relationships at work and, in particular, very common supervisor-related perceptions should be considered when examining organizational dehumanization.

Suggested Citation

  • Stinglhamber, Florence & Caesens, Gaëtane & Chalmagne, Benoît & Demoulin, Stéphanie & Maurage, Pierre, 2021. "Leader–member exchange and organizational dehumanization: The role of supervisor’s organizational embodiment," European Management Journal, Elsevier, vol. 39(6), pages 745-754.
    • Handle: RePEc:eee:eurman:v:39:y:2021:i:6:p:745-754
    DOI: 10.1016/j.emj.2021.01.006
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    References listed on IDEAS

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    1. Tuure Väyrynen & Sari Laari-Salmela, 2018. "Men, Mammals, or Machines? Dehumanization Embedded in Organizational Practices," Journal of Business Ethics, Springer, vol. 147(1), pages 95-113, January.
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    Cited by:

    1. Song, Jun & Wang, Dongdong & He, Changqing, 2023. "Why and when does inclusive leadership evoke employee negative feedback-seeking behavior?," European Management Journal, Elsevier, vol. 41(2), pages 292-301.
    2. Lagios, Constantin & Nguyen, Nathan & Stinglhamber, Florence & Caesens, Gaëtane, 2023. "Dysfunctional rules in organizations: The mediating role of organizational dehumanization in the relationship between red tape and employees’ outcomes," European Management Journal, Elsevier, vol. 41(5), pages 802-813.

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