Defensive Communication and Burnout in the Workplace: The Mediating Role of Leader–Member Exchange

Abstract

This paper investigates the relationship between defensive communication in performance appraisal settings by considering the mediating effect of leader–member exchange relationships. In a study of employees of a US federal fire department, defensive communication was associated with lower quality leader–member exchange relationships, which in turn was related to burnout. We discuss the implications of these findings, particularly as they apply to organizations and their employees, as well as limitations and directions for future research.