Limiting facades of conformity and its impact: The role of supportive employment relationships

This research investigated whether perceived organizational support and leader member exchange affect employees’ use of facades of conformity, and how facades of conformity affect employee outcomes such as emotional exhaustion and work engagement. We present results from two studies: a cross-sectional survey of 155 North American Doctoral Students, and a longitudinal study of 286 working adults. The findings from both studies extend previous research by demonstrating that high levels of perceived organizational support and leader member exchange significantly reduce facades of conformity. A positive relationship between facades of conformity and emotional exhaustion was observed, but results for the relationship between facades of conformity and work engagement were inconsistent. Results of the research were presented at the annual Academy of Management meeting in Boston.This research investigated whether perceived organizational support and leader member exchange affect employees’ use of facades of conformity, and how facades of conformity affect employee outcomes such as emotional exhaustion and work engagement. We present results from two studies: a cross-sectional survey of 155 North American Doctoral Students, and a longitudinal study of 286 working adults. The findings from both studies extend previous research by demonstrating that high levels of perceived organizational support and leader member exchange significantly reduce facades of conformity. A positive relationship between facades of conformity and emotional exhaustion was observed, but results for the relationship between facades of conformity and work engagement were inconsistent