More than years? Salience of age differences in leader-member relationships and its relation to LMX, work engagement, and emotional exhaustion
Vera Müller, Thomas RigottiPurpose
Prior research on age differences in leader-follower dyads has primarily focused on objective age differences while giving less attention to whether such differences are psychologically salient. This study examines how the salience of age differences between leaders and followers is associated with leader-member exchange (LMX) and, in turn, employees' work engagement and emotional exhaustion.
Design/methodology/approach
Drawing on self-categorization theory and the similarity-attraction paradigm, we conducted a time-lagged survey with two measurement points four weeks apart, using a sample of 504 employees.
Findings
Results show that the salience of age differences is significantly and negatively associated with LMX. In turn, LMX is positively associated with work engagement and negatively associated with emotional exhaustion. LMX statistically mediates the indirect associations between the salience of age differences and both outcomes.
Practical implications
The findings suggest that organizations should address the salience of age differences in leader-follower relationships, rather than focusing solely on objective age differences when managing age-diverse workforces.
Originality/value
This study advances research on age differences in leader-follower dyads by shifting the focus from objective age differences to the salience of age differences and its associations with leader-member exchange, work engagement, and emotional exhaustion.