A relational perspective on how and when follower attachment style impacts job performance: The moderating role of leader neuroticism

Abstract

We integrate insights from attachment theory and relational leadership to develop a novel interpersonal explanation of why, how, and when followers’ attachment anxiety and avoidance impact performance. Drawing on the attachment system dynamics model, we posit that attachment avoidance will be negatively related to LMX quality, whereas attachment anxiety will be positively related to LMX ambivalence. Furthermore, we predict that follower’s anxious (and avoidant) attachment styles will interact with leader neuroticism leading to a hyperactivation (deactivation) of the attachment system, manifesting in greater LMX ambivalence (and lower LMX quality). Across three studies, we found consistent evidence for a positive relationship between follower attachment anxiety and LMX ambivalence, as well an indirect effect between attachment anxiety and job performance. Leader neuroticism was especially likely to induce LMX ambivalence and, in turn, undermine job performance in anxiously attached followers. Attachment avoidance, though unaffected by leader neuroticism, was negatively related to LMX quality across all three studies and demonstrated an indirect effect on job performance in study 3. Overall, our findings shed light on the unique explanatory power of relational mechanisms, beyond previously examined intrapersonal mechanisms, for understanding the attachment style performance relationship as well as the role that leader characteristics play in triggering the attachment system in anxious followers.