A Cross-level Research On Leader-member Exchange Differentiation Impact On Job-related Well-being

With the development of society and the improvement of technology,the external competitive pattern of enterprises is changing constantly.In order to increase the strain capacity of the enterprise and enforce its core competence,team work has become the most common form of work in many enterprises.Although team work has improved the enterprise's efficiency,it causes many problems which make bad influences on the development of enterprise and the work efficiency of the staff,such as high working pressure,unfair work atmosphere,depression,lower job-related well-being,and so on.According to the related research,the staff who has a high score of the job-related well-being can make a good job performance and have a strong sense of teamwork.So,the enterprise should create a fair and harmonious working environment for their staffs which make them more happiness in the work to reduce turnover rate and improve the team efficiency.The previous studies show that the leader-member exchange relationship can influence the psychological contract of the staff and the intercourse between the leader and the staff can affect the job-related well-being,however most of these are about the leadership style and the quality of the leader-member exchange relationship and few involve the effects of leader-member exchange differentiation and the psychological contract on job-related well-being.Clarify the concept of the leader-member exchange differentiation,the psychological contract and the job-related well-being and summarized the related theories firstly through reviewing and distilling domestic and foreign relevant research papers.Secondly,proposed the assumptions based on the former studies,and then designed questionnaire to measure the above three variables based on the existing maturity scale and the survey subjects came from 32 teams of different industries and companies in different countries.Finally,we analyzed data by SPSS21.0 and HLM7.0 and draw the following conclusions:1.Leader-member exchange differentiation has a prominent negative effect on job-related well-being.2.Leader-member exchange differentiation has a prominent negative effect on psychological contract.3.Partially dimensions of psychological contract have a prominent positive effect on job-related well-being.4.Partially dimensions of psychological contract have a mediating effect between leader-member exchange differentiation and job-related well-being.