“Challenge” or “Hindrance”? The Effect of Leader–Member Exchange on Employee Resilience in Public Sector Organizations

Abstract

Abstract Background: In complex, volatile, and uncertain societies, employee resilience is crucial for public sector organizations to navigate crises and maintain steady growth. Methods: Whether and how leader-member exchange (LMX) influence employee resilience? The present study offers an answer to this question through a multi-method (field and experiment) research conducted with a sample of public sector organizations’ members in China. Study 1 conducted a comprehensive meta-analysis to review the available evidence and assess the influence of LMX on employee resilience. Subsequently, Study 2 conducted a questionnaire survey of 118 members in public sector organizations to investigate the practical impact of LMX on employee resilience. Finally, Study 3 used a scenario-based simulation experiment to manipulate the quality of LMX and to explore the mediating role of stress appraisals. Results:The meta-analysis conducted in Study 1, which included 42 independently extracted samples from 36 studies, explored the importance and scarcity of existing research on the influence of LMX on employee resilience in public sector organizations through two important aspects of leadership and interpersonal relationships inherent in LMX. Study 2, a questionnaire survey, showed that LMX has a significant direct positive effect on employee resilience. Furthermore, using an experimental design, Study 3 revealed that stress appraisals, both challenge and hindrance appraisals, play a mediating role in the relationship between LMX and employee resilience. Conclusions: The present research revealed that LMX has a significant and positive effect on employee resilience; challenge and hindrance appraisals significantly mediate the relationship between LMX and employee resilience. These findings have practical implications for individuals and organizations from a pragmatic perspective.