The effect of work loneliness and leader member exchange on perceived job performance

The aim of this study is to examine moderating role of leader member exchange on the relationship between workplace loneliness and perceived job performance. The model of the study is discussed within the frameworks of Social Exhange Theory and Conservation of Resources Theory (CoR). 352 white collar workers working at different public and private sectors participated in the study. The data were collected from the participants through an online questionnaire using the snowball sampling method. Loneliness level of the participants at workplace was measured by Loneliness at Work Scale (Wright vd., 2006); their perceptions of their own performance were measured by Task Performance (Williams and Anderson, 1991) and Contextual Performance (Borman and Motowidlo, 1993); and the participants' perceptions of their relationship between their managers were measured by Leader Member Exchange Questionnare (Graen ve Uhl-Bien, 1995). The hypotheses of the research were tested via Process Macro. It was found in the study that there was a negative relationship between workplace loneliness and task performance and contextual performance. Furhermore, it was concluded that leader member exchange had a moderating role on the negative relationship between workplace loneliness and perceived task and contextual performance. Finally, implications of the findings and limitations of the study were discussed and, recommendations for future research, researchers, organizations and managers were offered.