The relationship between the leader-member-exchange and dimensions of employees' perceptions of supervisor performance feedback, and the mediating role of new ways of working

Abstract

As organizations adjust to a more digitalized world, they are increasingly adopting New Ways of Working (NWW) to enhance employee autonomy and work performance. Previous research on NWW has primarily focused on comparing the effects of hybrid work and traditional work contexts on employee outcomes. However, to the best of our knowledge, there is minimal research examining the impact of NWW on interaction patterns within leader-member exchange (LMX). Additionally, there appears to be limited research on the impact of LMX on perceived supervisor performance feedback in flexible work contexts. Accordingly, this study aims to investigate the mediating effect of NWW on the relationship between LMX-quality and employees' perceptions of supervisor performance feedback. Further, this thesis emphasizes a longitudinal research design to investigate this relationship from an employee perspective. Finally, the results revealed a significant indirect effect of NWW on the relationship between LMX and perceived immediacy and frequency of supervisor performance feedback, as well as on the relationship between LMX and perceived constructiveness of supervisor performance feedback. Further, limitations and practical implications have been discussed to provide organizations with guidance on understanding the potential benefits of utilizing NWW and identifying key drivers for organizational success. Keywords: New Ways of Working, NWW, Leader-member-exchange theory (LMX), LMX theory, supervisor performance feedback, perceived immediacy and frequency of supervisor performance feedback, perceived constructiveness of supervisor performance feedback.