Using 322 matched employee–supervisor dyads we investigate how level and direction of employee–supervisor (dis)agreement on supervisor's affective commitment to the employee relate to organizational commitment emotional exhaustion leader–member exchange and job performance. Results from polynomial regression and response surface analyses indicate that level of employee–supervisor agreementmatters: themost beneficial outcomes appearwhen supervisors and employees agree that the supervisor is highly committed to the employee whereas the least favorable outcomes appearwhen dyads' members agree that the supervisor has lowcommitment to the employee. Direction of employee–supervisor disagreement is also important as employee overestimation of supervisor commitment is associated with more favorable outcomes than employee underestimation. However for two of the outcomes (organizational commitment and emotional exhaustion) the effect of employee–supervisor disagreement was attributable to a main effect of employee perceptions of supervisor commitment. We discuss the implications of these findings for the understanding of employee–supervisor relationships.
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