The Moderating Role of Perceived Organizational Support on the Relationship Between Leader-Member Exchange (LMX) Quality and Affective Organizational Commitment

Abstract

This study examined the moderating role of perceived organizational support (POS) on the relationship between leader-member exchange (LMX) quality and affective organizational commitment among employees in Ghanaian organizations. Using a quantitative cross-sectional design, data were collected from 350 employees across public and private sector organizations in the Greater Accra Region. LMX quality, POS, and affective commitment were measured using validated scales. Descriptive statistics, Pearson's correlation, and hierarchical regression analyses were conducted to examine the relationships and moderating effects. Results revealed significant positive correlations between LMX quality and affective commitment (r = 0.45, p < .001), and between POS and affective commitment (r = 0.42, p < .001). Hierarchical regression demonstrated that LMX quality significantly predicted affective commitment (β = 0.38, p < .001), accounting for 23% of the variance. Perceived organizational support significantly moderated the LMX-affective commitment relationship (β = 0.21, p < .01), suggesting that employees who perceive high organizational support exhibit stronger affective commitment in response to high-quality LMX relationships. The findings highlight that supportive organizational climates amplify the positive effects of leader-subordinate relationships on employee commitment. Implications for human resource management, leadership development, and organizational culture in Ghana are discussed.