The cynical subordinate: exploring organizational cynicism, LMX, and loyalty

Abstract

Purpose

Adopting a social exchange framework, this article examines the relationship between organizational cynicism and leader–member exchange (LMX) using two different methodologies.

Design/methodology/approach

Study 1 utilizes a longitudinal panel design (N = 291) to examine the reciprocal relationships between organizational cynicism and LMX over time. Study 2 (N = 348) positions loyalty as a possible mechanism through which organizational cynicism might impair LMX.

Findings

Study 1 provides evidence for the existence of some reciprocity in the relationships between organizational cynicism and LMX; however, organizational cynicism appears to be a stronger predictor of LMX than the obverse. The results of Study 2 suggest that cynical employees are less loyal to their supervisors, and this cynicism can interfere with the reciprocity process inherent in the creation and maintenance of high-quality social exchanges at work.

Originality/value

This is the first study to examine the relations between organizational cynicism and LMX in a longitudinal design. Additionally, the inclusion of loyalty and demonstration that organizational cynicism impacts loyalty to supervisors negatively represents a novel direction in organizational cynicism research.

Citation

Scott, K.A. and Zweig, D. (2020), "The cynical subordinate: exploring organizational cynicism, LMX, and loyalty", Personnel Review, Vol. 49 No. 8, pp. 1731-1748. https://doi.org/10.1108/PR-04-2019-0165