From new hires to their supervisors: The influence of newcomer race/ethnicity on the leader-member exchange conveyance

The present study explored whether the leader-member exchange (LMX) transmission process from new hires to their supervisors varies by new hires' race/ethnicity on the basis of LMX, racial stereotyping literature and role theory. Data were collected from 336 new hires and their supervisors over their first 4 months of working for a financial services firm. We hypothesized that role clarity would mediate the linkage between new hires' early LMX and supervisors' later SLMX. We further posited a moderated mediation effect such that the indirect effect of newcomers' early LMX on supervisors' later SLMX through role clarity would be stronger among minority than among White new hires. Study results were largely supportive of our hypotheses. The hypothesized mediated pathway extended to job performance, indicating that early high-quality relationship was associated with enhanced job performance as rated 4 months later. The research and practical implications of these findings are discussed. Practitioner points Our work demonstrates that the LMX conveyance process has greater influence on minority than White newcomers. Hence, managers should invest early in developing rapport with their new hires, especially minority newcomers. Our findings suggest that organizations need to foster a positive climate to help newcomers feel comfortable seeking role clarity. Diversity training for managers can bring unconscious biases to the fore. Accordingly, minority and White newcomers receive equal opportunity to adjust to and thrive in their new work roles.