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We explored how leader‐follower dyadic communication influences leader‐member exchange (LMX) quality, and how LMX quality, in turn, influences followers' job satisfaction and task performance. Paired data were collected from 205 leader‐follower dyads in China.
We conducted polynomial regression and response surface analysis to test our hypotheses. Results showed that LMX quality was higher when the leader's communication style fitted that of the follower, and when each style fitted more closely. Furthermore, the effects of asymmetrical misfit
were identified in situations where followers had higher LMX quality and better work outcomes, and when the followers' level of task orientation was higher and interaction orientation was lower than that of their leaders. These findings highlight the pivotal roles of both leaders and
followers in promoting work relationship quality.

This article examines the adequacy of disability compensation to offset the reduction in civilian earnings opportunities that are associated with veterans' service-connected disabilities.

This study investigated how the offender's responsibility, offense severity, offender's prior relationship with the offended person, and culture influence the offender's concerns for self- and other-positive and negative face when apologizing to the offended person. The study hypothesized that responsibility, severity, and relationship have positive relationships with other-positive, other-negative, and self-positive face concerns but a negative relationship with self-negative face concern. Culture was expected to moderate the effect of relationship on the four face concerns. Results supported the main effects of responsibility and relationship on other-positive, other-negative, and self-positive face concerns, but these effects were moderated by culture such that the expected positive relationships were supported only among U.S. Americans but not among Chinese. U.S. Americans varied their face concerns when apologizing based on situational and relational cues whereas Chinese did not make such distinctions; Chinese maintained relatively high levels of face concerns across the different levels of responsibility and relationship type.

The use of artificial intelligence (AI) service robots is on the rise. With service frontlines gradually shifting to human–robot interactions, the question of whether the anthropomorphism of robots facilitates or constrains consumers' experiences has emerged. This article focuses on the individual factor "consumer mindset" (competition vs collaboration) and investigates how it impacts consumers' attitudes toward anthropomorphic AI robots during service delivery. Across three studies, we confirm our main prediction that competitive mindset consumers respond less favorably to anthropomorphic (vs. non-anthropomorphic) AI robots, whereas collaborative mindset consumers respond more favorably to anthropomorphic (vs. non-anthropomorphic) AI robots. We test the mediating role of perceived psychological closeness and the moderating role of interaction distance to explain the underlying mechanism. Our findings provide theoretical insights into the mixed results of previous studies of service robot anthropomorphism and have practical implications for service agencies using frontline robots.