Curr Psychol (2018) 37:862–874 1

DOI 10.1007/s12144-017-9566-z

Relationship of LMX and Agreeableness with Emotional

Exhaustion: a Mediated Moderated Model
Fraz Akbar1 • Shazia Akhtar1

Published online: 25 February 2017

Ⓒ Springer Science+Business Media New York 2017

1
Abstract The aim of the study is to explore that whether Capital University of Science and Technology, Islamabad 44000,
Leader-Member Exchange (LMX) and agreeableness incite Pakistan
an employee to create façade of conformity (FOC) and
how creation of FOC affects employee’s emotional
exhaustion considering moderating effects of trust in
management and employee’s emotional stability amongst
four service sector organizations of Islamabad, Pakistan.
Data Analysis of 303 supervisor-subordinate dyads using
OLS regression found that LMX is negatively and
significantly related to FOC while agreeableness is
positively and significantly related to FOC. Effects of LMX
on FOC are moderated by employee’s trust in management.
Effect of FOC was lower among those having high degree
of trust in management as compared to those who have lower
degree of trust in management. FOC leads to emo- tional
exhaustion. Moreover, effects of FOC on emotional ex-
haustion are moderated by employee’s emotional stability.
Such that the effect of emotional exhaustion seems to be lower
among those who have higher levels of emotional stability. No
evidence was found that LMX and agreeableness directly
affects emo- tional exhaustion without their effect on FOC.
Based on these

The original version of this article was revised: The name of the first
author was written incorrectly as 'Fraz Ahmed'. It should have been
'Fraz Akbar'.
Practitioner Points
1) Study will facilitate managers to adopt such practices, which can
refrain employees from façade creation.
2) Practitioners will find ways to curtail detrimental effects of FOC
after its occurrence.
3) Organization will get benefit of P-O fit after avoiding façade
creation.

Shazia Akhtar
shaziaakhter@gmail.com
Curr Psychol (2018) 37:862–874
findings, we have discussed practical implications for
managers along with limitations of the study and future
directions.

Keywords Leader-member exchange (LMX) .

Agreeableness . Trust in management . Facades of
conformity (FOC) . Emotional stability . Emotional
exhaustion

Introduction

Façade of conformity is an employee deliberate behaviour

of suppressing his personal core values and creating false
repre- sentations as he embraces perceived acceptable
organizational values to fit in and gain acceptance within
the organization (Hewlin 2003, 2009). The construct has
begun to attract scholar’s interest due to its embryonic
stage in the field of organizational behaviour. Accordingly,
organizational scholars have drawn their focus towards
individual’s and organizational values. Individuals and
organizations develop their values through a certain
process. Individuals develop their personal core values
during their evolution and social interaction. These values
guide selection of individual’s behaviour at their social
interaction (Rokeach 1973). On the other hand, work-
place comprises of different individuals, which form an
orga- nization. Organization holds certain values. These
organiza- tional values influence personal core values of
individuals in the workplace. During working in the
organization, its mem- bers may face a dilemma where
their core values confront with the values of the
organization. FOC is thus an endeavour by an employee to
stay in the organization by pretending that his apparent
values are similar with actual values but this similarity does
not necessarily mean alignment between apparent values
and actual values (Stormer and Devine 2008).
Construct of FOC is in nascent stage and so far supported
by a limited empirical evidence (Hewlin 2003, 2009;
Stormer and
 Curr Psychol (2018) 37:862–874
Devine 2008, Sharma and Sharma 2014, 2015). According
to Sharma et al., (2015); only few causes of FOC have
been ex- amined andthere is a need to investigate other causes.
It is there- fore essential to identify antecedents and
outcomes of FOCto know that through which variables FOC
may affect the attitudes and behaviours of the employees at
their workplace. Present research study is an endeavour to
fill this gap. Hewlin (2003) proposed that creation of facades
emerges from various facets of organization environment,
one’s status within the organization and the individual traits.
In the present study, we focus on the potential antecedents of
FOC from organizational environment and individual’s trait
i.e. LMX and agreeableness respectively. We further argue
that the relationship between LMX and FOC is moderated by
trust in management. Hence, it is supposed that employees
having higher level of trust in management moderate the
relationship between LMX and FOC. According to Hewlin
(2009), façade creation leads to emotional exhaustion. In
this study, we reconsider the relationship between FOC and
emo- tional exhaustion and examine the moderating role of
emotional stability on the relationship. Hence, it is
supposed that em- ployees higher in emotional stability when
display FOC are less likely to be emotionally exhausted.
Construct of FOC can be supported through Goffman’s
(1959) famous theory named “Presentation of Self in
Every Day Life”. The theory found that when individuals
face others during social interactions, they tend to alter their
behaviours to impart an impression that other people may
have about them (For further latest studies, readers are
advised to see Lambert et al. 2012; Kacmar et al. 2013)
Brown et al. (2015); Lilly and Wipawayangkool (2017);
Satchell et al. (2017); Pilarska and Suchań ska (2015),
Pilarska (2016).
Creation of FOC is commonly observed in daily working of
employees in organizations when employees pretend that
they embrace the acceptable norms of their workplace despite
being at odds with these acceptable norms. Adopting such a
pretending behaviour make a difference between ones actual
behaviour and the behaviour one displays at workplace.
Creating “Façades of Conformity” is the main construct in
the present proposed re- search and the study intends to
find new antecedents and potential moderators related to
the construct. Conceptual Model of proposed research
study is presented in Fig. 1.
Theoretical Background and Hypotheses
Façade of Conformity (FOC)
Critical Analysis of the Article: "Relationship of LMX and
Agreeableness with Emotional Exhaustion: a Mediated
Moderated Model"Clear Research Objectives:The article
starts with a clear statement of research objectives, outlining
the variables of interest and the proposed relationships
between them. This provides a roadmap for readers to
3
follow.Use of Established Scales:The study employs
established scales for measuring variables such as LMX,
agreeableness, trust in management, facade of conformity,
emotional stability, and emotional exhaustion. This enhances
the reliability and validity of the measurements.Data
Collection from Multiple Sources:Utilizing both employee and
supervisor ratings adds depth to the data collection process,
potentially providing a more comprehensive understanding of
the relationships under investigation.Statistical Rigor:The use
of structural equation modeling (SEM) and confirmatory factor
analyses (CFAs) indicates a rigorous statistical approach to
analyze the data. This enhances the credibility of the study's
findings.Mediation and Moderation Analysis:The article
incorporates both mediation and moderation analyses, allowing
for a more nuanced exploration of the relationships between
variables. This can contribute to a richer understanding of the
mechanisms at play.Application of Theory:The article draws
on established psychological theories (e.g., Big Five
personality traits, emotional stability) to formulate hypotheses
and guide the research. This theoretical grounding can
strengthen the study's conceptual foundation.Practical
Implications:The article discusses potential managerial
implications of the findings, suggesting that the research is not
purely theoretical but aims to contribute to real-world practices
within organizational settings.Integration of Control
Variables:The inclusion of control variables such as age, job
experience, organization, gender, and monthly income
demonstrates an attempt to account for potential confounding
factors, enhancing the internal validity of the study.Use of
Standardized Measures:The article employs standardized
Likert scales for data collection, allowing for comparability
with existing research and facilitating potential future meta-
analyses.Discussion of Findings:While brief, the discussion
section does attempt to relate the findings back to existing
literature and offers some interpretation of the results. This can
aid readers in understanding the broader implications of the
study.It's important to note that a comprehensive evaluation of
strengths and weaknesses would require a detailed examination
of the complete article. Additionally, the strengths and
weaknesses can be context-dependent and may vary based on
the goals and scope of the research.
Leader-member Exchange, Façade of Conformity and
Emotional Exhaustion
Hewlin (2009) found that non-participative work
environment is one of the antecedents of FOC. She
explained that em- ployees who perceive that they work in
organizations lacking tolerance for members expressing
diverse ideas and values might be to create FOC. Spreitzer
(1996) described such or- ganizations as non-participative,
in which control are valued. In these contexts, management
is less approachable and not receptive to the expression of
diverse values (Hewlin 2009).
The description of non-participative work environment
covers both organizational and managerial relationship
towards employees. Focusing on managerial relationship
Curr Psychol (2018) 37:862–874
towards employee, LMX theory of leadership tenets that
leaders establish exchange relationships with their
juniors. These relationships can be of high or low quality
(Sparrowe and1997).
864 Curr Psychol (2018) 37:862–874

Fig. 1 Theoretical framework H2

Trust in Emotional
management Stability

Leader-Member
Exchange H8 H3 H9
(LMX)
Facades of
Conformity
8
Agreeableness

H1 Emotional
Exhaustion
H7
H4 H6

H5

Research Design

High quality LMX relationships stimulate employees to the manager cause strain
openly express their true selves (Botero and Van Dyne
2009; Krone 1991; Kassing 2000). According to
Ashkanasy and O’Connor (1997) the critical values in
establishing high qual- ity LMX includes autonomy,
authority and achievement. These values determine whether
leader recognizes member’s independence and employees
can share risky information with their supervisors (Botero
and Van Dyne 2009).
Review of literature on LMX has shown that in high
quality LMX relationships employees feel freedom to
practice their personal values and revealing value incon-
gruity. Therefore, employees having high quality LMX
relationships will be less likely to involve in FOC. So
the first hypothesis of the study is stated as:

H1: LMX is negatively related to facades of conformity.

Prior research into the relationship of leadership and

burnout is limited (Halbesleben and Bowler 2007).
Emotional exhaustion is the most obvious manifestation
of burnout (Maslach et al. 2001). Emotional exhaustion
is an outcome of prolonged stress reaction (Schaufeli and
Enzmann 1998).
Argument for a negative relationship between LMX and
emotional exhaustion comes from high and low quality
LMX relationships. Previous research has found that
positive com- munication between leader-subordinate buffers
stress-strain re- lationship (Fenlason and Beehr 1994).
Cordes et al. (1997) theorized that where interactions with
Curr Psychol (2018) 37:862–874 865
to employees, they will become vulnerable to burnout. As
emo- tional exhaustion has close resemblance with
traditional stress reactions (Cordes and Dougherty 1993)
and can be conceptu- alized as a type of strain that results
from workplace stressors (Demerouti et al. 2001; Duffy et
al. 2012; Kacmar et al. 2013; Lambert et al. 2012). It
follows that low-quality LMX relation- ships contact with
the supervisor is likely to result in higher levels of strain,
which leads to emotional exhaustion due to less freedom of
expression for the employees. So second hypothesis of the
study is formulated as:

H2: LMX is negatively related to Emotional Exhaustion

LMX theory holds that leaders form exchange relation-

ships with their subordinates and that some of these rela-
tionships will be of high quality whereas others will be of
low quality (Sparrowe and Liden 1997). Employees and
leaders in high LMX relationships have been found to
share similar values (Steiner 1988). Employees in high
quality LMX relationships are more likely to share their
opinions and articulate dissent (Kassing 2000). Therefore,
we believe that low quality LMX relationships will make
em- ployees unsafe to disclose value incongruity and thus
in- volve in creation of FOC. According to Hewlin
(2009), FOC leads to emotional exhaustion. Therefore,
the third hypothesis of the study is framed as:

H3: Façades of conformity mediates the relationship

between LMX and Emotional Exhaustion
866 Curr Psychol (2018) 37:862–874

Agreeableness, Façade of Conformity and Emotional in- fluential model of burnout. Emotional exhaustion is the
Exhaustion most

Agreeableness reflects an individual’s tendency to regulate

anger and negative affect (Graziano et al. 1996). Agreeable
individuals experience less conflict in the workplace
because they tend to cooperate with their colleagues
(Zellars and Perrewe 2001). This ability of agreeableness
to shape their behaviours at workplace during social
interactions to avoid conflict also gets support from
Goffman’s (1959) famous the- ory of “Presentation of Self
in Everyday Life” in which he found that when individuals
face others during social interac- tions, they tend to alter
their behaviours. Hence, it can be inferred that an
employee high in agreeableness when con- fronts with
values incongruity during social interaction at workplace
may shape behaviours to get acceptance of influ- enced
workforce. This ability of agreeableness to shape be-
haviours at workplace during social interactions can lead to
FOC. So, fourth hypothesis of the study is stated as:

H4: Agreeableness is positively related to façades of

conformity

Piedmont (1993), exploring personality and burnout

found that agreeableness is negatively related to emotional
exhaustion. Storm and Rothmann (2003) also found nega-
tive relationship between agreeableness and burnout.
Agreeableness appears to be negatively related with emo-
tional exhaustion. Keeping in view the previous research,
we may state fifth hypothesis of the study as:

H5: Agreeableness is negatively related to Emotional

Exhaustion.

Agreeable employees have the ability to shape their behav-

iours at workplace. Hewlin (2003) termed changing of em-
ployee’s behaviours at workplace for portraying adoption
of organizational values to get acceptance and growth in
their organization as “Façade of conformity”.
Employees having agreeable personality trait possess
supe- rior coping abilities, especially during social
relationships at work. This coping ability of agreeableness
leads them to cre- ate FOC. According to Hewlin (2009),
FOC leads to emotion- al exhaustion. Thus, the sixth
hypothesis of the study is:

H6: FOC mediates the relationship between

Agreeableness and Emotional Exhaustion.

Façade of Conformity and Emotional Exhaustion

Emotional exhaustion gets its root from Maslach's (1982)

Curr Psychol (2018) 37:862–874 867
obvious manifestation of burnout (Maslach et al. 2001). moderating role of trust in management on the relationship
Emotional exhaustion is a chronic state of emotional and between LMX and FOC is examined.
physical depletion. According to Demerouti et al. (2001)
emo- tional exhaustion has close resemblance with stress
such as fatigue and job-related depression. It is therefore
conceptual- ized that emotional exhaustion is a type of
strain that results from stressors. Previous research has
shown that the differ- ence between employee’s personal
and organization’s values leads to an internal distress
(Brief et al. 2001). Research on Person-Organization (P-
O) fit suggests that individuals and organizations are
most effective when their values, needs and interests are
aligned. When employees perceive poor P- O fit at their
workplace, they experience strain (Edwards et al. 1998).
One of the largest correlates found with a poor P-O fit is
strain. In case of poor P-O fit in organization, employees
start to create FOC (Hewlin 2003). Thus, creation of FOC
is a strain, which may leads to emotional exhaustion.
According to Conservation of Resource theory
(Hobfoll 1989), individuals put their effort to obtain, retain
and protect their resources. When individuals feel that
their valuable re- source is threatened, they experience
strain. Personal values of an employee are an important
resource as they act as a guide for his behaviour
(Rokeach 1973). Façade creation leads to loss of this
valuable resource. According to Hobfoll (2001),
continuous resource loss leads from stressor to burnout.
Therefore, in continuation to previous empirical research
carried out by Hewlin (2009) that FOC has a positive
effect on emotional exhaustion, seventh hypothesis of the
study is derived as:

H7: Creation of façades of conformity is positively

relat- ed to emotional exhaustion

Moderating Role of Trust in Management

LMX theory tenets that leaders establish exchange

relation- ships with their juniors, which can be of high or
low quality (Sparrowe and Liden 1997). According to
Wat and Shaffer (2005) employees who have developed
better relationships with their leader can easily express
their views. Therefore, high quality LMX relationships
results in higher levels of freedom for employees to
reveal value incongruity. While in low quality LMX
employees have not found opportunities to freely express
themselves and results in stress (Hewlin 2003). Hewlin
(2003) found FOC as a stressor.
It is reasonable to anticipate in this study that a main
effect of LMX over strain must be weakened by a
moderating var- iable analysis. Few researches found trust
as an antecedent of LMX (Dulebohn et al. 2008; Gomez
and Rosen 2001),while others found trust as an outcome
of LMX (Wat and Shaffer 2005). In this study,
868
In the presence of trust in the management, employees
feel positive expectations from management. Trust in
management has the potential to result in positive personal
and organiza- tional consequences. However, moderating
role of trust in management is seldom tested relative to the
main effect hy- potheses (Dirks and Ferrin 2001).
Therefore, it is judicious to suppose that trust in
management should also act as a moder- ator in employees’
reported levels of strain. So the eighth hypothesis of the
study is formulated as:
H8: Trust in management moderates the negative re-
lationship between LMX and façades of conformity
such that the relationship is weakened when trust in
management is high.
Moderating Role of Emotional Stability
Low scorers in neuroticism are more emotionally stable
and less reactive to stress. They tend to be calm and less
likely to feel tense. Teng et al. (2009) found that a high
scorer in emo- tional stability is less likely to show strong
emotional reactions to stressful situations. Kokkinos (2007)
found in his study that high in neuroticism is positively
related to emotional exhaus- tion, which shows that low in
neuroticism i.e. emotional stable individual’s face less
emotional exhaustion. According to Hewlin (2003), FOC is
a stressor. While literature review has shown that
individuals high in emotional stability are less reactive to
stressor so they will be less reactive to emotional
exhaustion.
It is therefore proposed that while indulging in façades
creation, individuals having high emotional stability may
ex- perience less emotional exhaustion than those who are
low in emotional stability. We may therefore state ninth
hypothesis of the study as:
H9: Emotional stability moderates the relationship be-
tween façades of conformity and emotional exhaustion
as the relationship is weakened when emotional
stability is high.
Research Design
Weakness:Theoretical Framework:The article lacks a
clear presentation of the theoretical framework guiding
the research. It briefly mentions concepts like emotional
stability and neuroticism but doesn't elaborate on how
these theories are integrated into the study.Sampling and
Generalization:The study's sample is limited to four
service sector organizations in Islamabad, and the
Curr Psychol (2018) 37:862–874
majority of participants are male (78%). This raises
concerns about the generalizability of the findings to a
broader population or different sectors.Common Source
Bias:The study involves dyadic data collected from both
employees and supervisors, but only some variables are
employee-rated. This raises the possibility of common
source bias, as responses from a single source might
introduce biases into the results.Limited Control
Variables:While the article mentions the inclusion of
control variables such as age, job experience, organization,
gender, and monthly income, it doesn't delve into how
these variables were controlled for in the analysis. Lack of
information on this aspect affects the robustness of the
findings.Limited Discussion of Findings:The discussion
section is relatively brief and could benefit from a more in-
depth exploration of the implications of the results. A
thorough discussion would help readers understand the
practical significance of the findings and their broader
implications.Overreliance on Self-Report Measures:The
study heavily relies on self-report measures using Likert
scales. While this is common in social sciences, it
introduces the possibility of response bias, where
participants may not provide completely accurate
responses.Cultural Differences and Generalizability:The
article briefly touches on the potential influence of cultural
differences on the results but doesn't thoroughly explore
this aspect. Cultural variations can significantly impact
personality traits and workplace behaviors, and this should
be addressed more explicitly.Limited Exploration of
Facade of Conformity:The study introduces the concept of
facade of conformity (FOC) but doesn't thoroughly explore
its antecedents and moderators. There is potential for more
in-depth research on factors influencing FOC and its
outcomes.Incomplete Citations:Some statements refer to
previous studies (e.g., Hewlin 2009, Goffman 1959)
without providing specific details or context. Complete
citations would help readers better understand the context
and relevance of these references.Insufficient Detail in
Methods Section:The article provides a brief overview of
the data collection instruments and the analysis approach
but lacks sufficient detail. A more comprehensive methods
section would enhance the transparency and reproducibility
of the study.It's important to note that these points are
based on the provided content, and a more detailed review
would require access to the complete article. Additionally,
weaknesses can be context-dependent, and some of these
points may be mitigated by information not included in the
provided excerpt.
Primary data was collected from full time employees of four
service sector organizations located in Islamabad. In order to
avoid common method bias, the data was collected from the
employees and their supervisors. Data on LMX was supervi-
sor rated whereas data against other variables of the study was
collected from the employees. Each questionnaire was allotted
Curr Psychol (2018) 37:862–874 869
a unique number for tracking which was later on linked
with the questionnaire collected from employees and
supervisors.
870 Curr Psychol (2018) 37:862–874

Table 1 Fit indices of

confirmatory factor analytic Variable No of Items χ2 DOF CFI TLI RMSEA
models of latent variables
LMX 12 106.1 46 .988 .983 .066
Agreeableness 10 62.75 28 .989 .982 .064
FOC 6 12.43 7 .996 .991 .051
Emotional Exhaustion 9 51.79 21 .985 .974 .070
Trust in Management 6 8.74 4 .998 .992 .063
Emotional Stability 10 51.43 35 .996 .995 .039

Stability and Emotional Exhaustion). In order to ensure
that whether the six key variables were distinct from one
another, we tested the factorial validity of scores from the
measuring instrument using confirmatory factor analyses
(CFAs) on the hypothesized six constructs and various
alternate measurement models. Since all the constructs are uni-
dimensional, respective scale items were used as indicators.
For model comparisons, we used CFI, TLI, RMSEA and
ECVI. Results of the CFAs are reported in Table 2. The
results suggest that our six factor mea- surement model fits the
data well and better than all other alter- nate models (CFI:
.946; TLI: .942; RMSEA: .051; ECVI: 8.62).
Hence, the series of CFAs support the discriminant validity
of the measures.
variables were mean centered for the analysis. In
accordance with the guidelines of Hayes (2013), we have
plotted the in- teractions for high and low (Mean ± SD)
values of the mod- erator. For statistical inference we have
used mostly recom- mended Bias Corrected Bootstrap
method to establish confi- dence intervals for direct and
indirect effects (Hayes 2013; p 116). We have generated
Bias Corrected bootstrap confidence intervals for 10,000
bootstrap samples.
Results
Means, Standard Deviation and Correlation

Means, standard deviations and correlations among the

Data Analysis
OLS regression analysis with PROCESS Macro (Hayes
2012, 2013) has been used for estimation of statistical
models (i.e. mediation and moderation). Item’s scores were
averaged to get values of latent variables. The independent
and moderator
latent variables have been shown in Table 3. Male
employees were 78% of the sampled employees, 85% were
aged be- tween 20 and 40 years. Average tenure with the
respective organizations was about 5 years. 62%
respondents were graduates and 33%were Masters.
According to the findings, a negative and significant
correlation was found between

Table 2 Goodness-of-fit
summary for cfa of hypothesized Models χ2 DOF CFI TLI RMSEA ECVI
and alternate models
Model 1: Hypothesized six Factors Model 2307.6 1283 .946 .942 .051 8.62
Model 2: Five Factors Model 3786.2 1288 .869 .860 .08 13.48
Model 3: Five Factors Model 3486.8 1288 .885 .877 .075 12.49
Model 4: Five Factors Model 3149.05 1288 .903 .896 .069 11.37
Model 5: Five Factors Model 3554.8 1288 .882 .873 .076 12.71
Model 6: Five Factors Model 3182.1 1288 .901 .894 .070 11.84
Model 7: Five Factors Model 3601.6 1288 .879 .871 .077 12.87
Model 8: Five Factors Model 4880.0 1292 .813 .800 .096 17.07
Model 9: Five Factors Model 4052.5 1292 .856 .846 .084 14.34
Model 10: Five Factors Model 4837.1 1292 .815 .802 .095 16.93
Model 11: Four Factors Model 4393.8 1292 .838 .827 .089 15.47
Model 12: Four Factors Model 7935.1 1295 .653 .631 .130 27.17
Model 13: Three Factors Model 6106.7 1295 .749 .732 .111 21.12
Model 14: Two Factors Model 7276.5 1297 .688 .668 .124 24.98
Model 15: Two Factors Model 10,029.6 1297 .544 .515 .149 34.09
Curr Psychol (2018) 37:862–874 871
Model 16: One Factor Model 11,631.0 1298 .460 .427 .162 39.39
872 Curr Psychol (2018) 37:862–874

Table 3 Means, standard deviations and zero-order correlations

Mean S. D 1 2 3 4 5 6 7 8 9 10 11

1. Edu 1.43 .587

2. Exp 2.37 1.13 .15**
3. Age 33.7 7.49 .19** .69**
4. Income 49,544.5 26,836.9 .69** .31** .41**
5. Gender 1.21 .406 -.01 -.16** -.20** -.14*
6. LMX 4.28 1.72 .06 -.01 .06 .001 -.02 (.90)
7. FOC 4.18 1.44 -.01 .17** .04 -.08 .08 -.47** (.91)
8. EStab 4.52 1.44 .15** .17** .18** .07 -.07 -.10 .27** (.98)
9. EExhau 3.44 1.38 -.12* .01 -.05 -.15** .05 -.26** .59** -.34** (.93)
10. Trust 4.51 1.41 .15** .13* .12* .04 -.10 .27** -.42** .15** -.46** (.96)
11. Agree 3.83 1.40 -.003 .15** .09 -.005 -.01 -.19** .59** .06 .39** -.28** (.95)

Agree: Agreeableness, Trust: Trust in Management, EStab: Emotional Stability, EExhau: Emotional Exhaustion
a
n = 322. Coefficient alphas are on the diagonal
*p < .05 ** p < .001

LMX and FOC (r = −.47, p < .001), which shows that is positively related to FOC). Results also indicate that
LMX and FOC exert strong influence on each other. individuals who created higher degree
While agreeableness has positive and significant
correlation with façade creation (r = .59, p < .001). The
result shows that agreeableness has a strong linkage with
FOC. Moreover, façade creation has positive and significant
relationship with emotional exhaustion.
Estimation of mediation and moderation models
involves estimation of direct and indirect effects along
with the infer- ential tests through OLS regression using
PROCESS Macro (Hayes 2013). Control variables include
Gender, Income, Education, Experience and Age.

Results of Hypotheses Related to Direct Effects

Results in Table 4 show that individuals who established

higher level of LMX with their supervisors createlower
levels of FOC than those who created lower degree of
LMX (β = −.242**, 95%CI: −.306 to − .178).β value of −.242
shows that one unit increase in LMX will decrease 24.2 units
of FOC, which supports our Hypothesis 1(LMX is negatively
related to FOC). However, results indicate that LMX (β =
.025, CI:
−.0394 to .0901) and agreeableness(β = −.032, CI: −.1187
to
.0540) have no direct effect on an individual’s emotional
ex- haustion. Hypothesis 2(LMX is negatively related to
emotional exhaustion) and Hypothesis 5(agreeableness is
negatively re- lated to emotional exhaustion) were thus not
supported. Moreover, evidence indicates that agreeableness
has direct ef- fect on FOC creation, individuals having high
in agreeableness creates higher levels of FOC (β = .424**;
CI: .3458 to .5036).β value of .424 shows that one unit
increase in agreeableness will increase42.4 units of façade of
conformity, which supports our Hypothesis 4(agreeableness
Curr Psychol (2018) 37:862–874 873
of FOC experienced higher level of emotional exhaustion
than those who created lower degree of FOC(β = .705**,
CI .5979 to .8122). β value of .705 shows that one unit
increase in FOC will increase70.5 units of emotional
exhaustion, which sup- ports our Hypothesis 7(creation of
FOC is positively related to emotional exhaustion).

Results of Hypotheses Related to Indirect Effects

Results in Table 5 indicate that LMX and agreeableness

have indirect effect on emotional exhaustion through its
effect of employee’s façade creation. As evident from
Table 5, BC bootstrap confidence intervals for the indirect
effect between LMX and emotional exhaustion (β =
−.171**) through FOC based on 10,000 bootstrap
samples does not straddle zero (−.226 to −.123), which
shows evidence for mediated effect. Similarly, BC
bootstrap confidence intervals for the indirect effect
between agreeableness and emotional exhaustion (β =
−.299**) through FOC bootstrap samples does not
straddle zero (.234 to .375) which also shows evidence
for mediated effect.
As evident from previous section, LMX and
agreeableness have no direct effect on emotional
exhaustion. This shows that FOC fully mediates the
relationship between LMX and emotional exhaustion
and also between agreeableness and emotional exhaustion
thereby supporting our Hypothesis 3 (FOC mediates the
relationship between LMX and emotional exhaustion)
&Hypothesis 6(FOC mediates the relationship between
agreeableness and emotional exhaustion).

Results of Moderation Analysis

Table 4 has depicted results of moderated regression

analysis, which shows that the interaction variable
i.e.
874 Curr Psychol (2018) 37:862–874

Table 4 Direct effects of

LMX, agreeableness on FOC Antecedents FOC Emotional Exhaustion
and emotional exhaustion
β SE 95%CI β SE 95%CI

LMX -.242** .03 -.306 to .025 .03 -.039 to .090

−.178
Agreeableness .424** .04 .345 to .503 -.032 .04 -.118 to .054
Trust in Management -.293** .04 -.375 to -.096** .04 -.179 to
−.210 −.013
Facades of Conformity - - - .705** .05 .597 to .812
Emotional Stability .228** .03 .152 to .304 -.511** .03 -.586 to
−.436
Organization -.022 .06 -.143 to.097 .035 .05 -.076 to .147
Education .369** .13 .110 to.627 .100 .12 -.143 to .343
Experience .215** .06 .086 to.344 -.037 .06 -.159 to .085
Age -.003 .01 -.024 to.016 .013 .00 -.005 to .032
Income .000 .00 .000 to .000 .000 .00 .000 to .000
Gender .221 .13 -.040to .482 -.196 .12 -.440 to .048
LMX x Trust .072** .02 .024 to .120 - - -
FOC x Emotional Stability - - - -.059** .02 -.102 to
−.016
R2 = .619 p < .001 R2 = .646 p < .001
ΔR2 due to interaction = .012 p < .001 (LMX x Trust)
ΔR2 due to interaction = .008 p < .001 (FOC x Emotional Stability)
*p ≤ .05 **p ≤ .001

LMX x Trust in Management was a significant predictor LMX -.171** -.226 to

of FOC (β = .072,p < .001). For probing and visualizing −.123
the interaction, we plotted the slopes of interaction at the Agreeableness .299** .234 to .375
values of Trust in Management corresponding to one
*p ≤ .05 **p ≤ .001
standard deviation above and below the mean, while setting
the covariates to their sample means. As can be seen from
Fig. 2, the effect of LMX on creation of FOC is
consistently negative regardless of the degree of Trust in
Management. However, the slope of LMX and FOC is
steeper for individuals having lower level of Trust in
Management. The effect of façade creation thus appears to
be higher among those having low degree of Trust in
Management while effect of FOC seems to be lower
among those who have higher levels of Trust in Management,
there by supporting Hypothesis No 8(Trust in management
moderates the negative relationship between LMX and
FOC).
Table 6 has shown conditional effects of LMX on FOC
at values of moderator i.e. Trust in Management
corresponding to one standard deviation above and below
the mean, which

Table 5 Indirect effects of lmx and agreeableness on emotional

exhaustion

Emotional Exhaustion

Effect 95%CI
 Curr Psychol (2018) 37:862–874 875
also depicts that effects of LMX on FOC was moderated by
Trust in Management, which also supports Hypothesis No.
8.
Results of interaction variable i.e. FOC x emotional
stability are also depicted in Table 4 explaining moder-
ated regression analysis. Results show that the interac-
tion variable was a significant predictor of emotional
exhaustion (β = −.059,p < .001). For further explaining
the interaction, we plotted the slopes of interaction at
the values of emotional stability corresponding to one
standard deviation above and below the mean, while
setting the covariates to their sample means. As can be
seen from Fig. 3, the effect of creation of FOC on
emotional ex- haustion is consistently positive regardless
of the degree of emotional stability. However, the slope of
FOC and emotional exhaustion is steeper for individuals
having lower level of emotional stability. Graphical
representation has shown that at the same degree of FOC
the effect of emotional exhaustion appears to be higher
among those having low degree of emo- tional stability
while effect of emotional exhaustion seems to be lower
among those who have higher levels of emotional
stability, there by supporting Hypothesis No 9(i.e.
Emotional stability moderates the positive relationship
between FOC and emotional exhaustion).
Table 7 has shown conditional effects of FOC on
emotional exhaustion at values of moderator i.e. emotional
stability cor- responding to one standard deviation above
and below the mean, which also depicts that effects of
FOC on emotional exhaustion were moderated by
emotional stability, which also supports Hypothesis No. 9.
876
Fig. 2 Graphical representation
of moderating effect of trust in
management on the relationship
of LMX with FOC
Discussion and Conclusion
The aim of the study was to explore that whether LMX and
agreeableness incite an employee to create FOC and does
creation of FOC effects employee’s emotional exhaustion
considering whether the determinants of façade creation
and effects of its outcome can be moderated through Trust
in Management and employee’s emotional stability. Our
results indicated that LMX is negatively related to creation
of FOC(β = −.242, p < .001), which is in accordance with
the previous research on LMX that employees having high
qual- ity LMX relationships can openly express their
opinions or dissent (Botero and Van Dyne 2009; Krone
1991). Employees having congenial environment can openly
practice their core personal values and are less likely to
engage in façade crea- tion. The results also reveal that
employees low in LMX qual- ity but having higher levels of
Trust in Management experi- ence less degree of façade
creation. Hence, the negative effect of LMX on façade
creation will not remain identical for all employees rather
it neutralizes with the employee’s level of Trust in
Management, which is consistent with the results of Cook
and Wall (1980) who define trust as a basis for positive
organizational outcomes.
Table 6 Conditional effects of LMX on FOC at values of trust in
management
Façade of Conformity
Trust in Management Effect 95% BC Bootstrap CI
-1.4132 -.384 -.485 to-.283
.0000 -.282 -.348 to −.216
1.4132 -.180 -.269 to −.090
Curr Psychol (2018) 37:862–874
Results reveals that LMX is significantly correlated with
emotional exhaustion (r = −.26, p < .001) but no direct
rela- tionship was found between the two variables which
indicates that LMX has no direct impact on employee’s
emotional exhaustion (β = .025, CI −.039 to .090 as
10,000 boot- strap samples straddle zero). Findings
however suggest that LMX has indirect negative effects
on an employee’s emotional exhaustion through its effect
on façade creation (β = −.171, p = <.001). Limited
research was found on the relationship between LMX and
burnout (Halbesleben and Bowler 2007). However, it was
revealed from previous studies that emotional exhaustion is
an outcome of prolonged stress reaction (Schaufeli and
Enzmann 1998) which supports our results that low quality
of LMX relationship leads to FOC which is a stressor
(Hewlin 2009) and this continuous stress leads to
emotional exhaustion.
Our results further show that agreeableness is positively
related to creation of FOC (β = .424, p < .001) thus
employees high in agreeableness have high tendency for
façade creation as compared to those who have low degree of
agreeableness. As employees with agreeableness
personality trait tend to avoid conflict in the workplace
(Zellars and Perrewe 2001). This ability of agreeableness
to shape behaviors at workplace during social interactions
to avoid conflict leads to façade creation because such
employees conceal their value incon- gruity to avoid
conflict at workplace. Result of the study also gets support
from Goffman’s (1959) theory of “Presentation of Self in
Every Day Life”. Moreover, agreeableness is signifi- cantly
correlated with emotional exhaustion (r = .39,p < .001) but
no direct relationship was found between the two
variables(β = −.032, CI −.118 to .054 as 10,000 bootstrap
samples straddle zero),which indicates that agreeableness
Curr Psychol (2018) 37:862–874 877
has no direct impact on employee’s emotional
exhaustion.
878
Fig. 3 Graphical representation
of moderating effect of
emotional stability on the
relationship of FOC with
emotional exhaustion
Previous research of Piedmont (1993) found negative
relation- ship between agreeableness and emotional
exhaustion. Findings however suggest that agreeableness has
indirect positive effects on employee’s emotional exhaustion
through its effect on façade creation(β = .299, p = <.001). As
explained earlier, individuals with agreeableness personality
trait shape their behaviors by concealing their true selves to
avoid conflict at workplace, which lead them to concealing
of value incongruity. Thus indi- viduals create FOC.
According to Hewlin (2009), FOC is a stressor and
emotional exhaustion is an outcome of prolonged stress
reaction (Schaufeli and Enzmann 1998).
The results of the study infer positive relationship
between agreeableness and emotional exhaustion through
FOC, which differs from study of Piedmont (1993) who
found negative relationship between agreeableness and
emotional exhaustion. The difference in results is mainly
due to cultural difference. As according to Hofstede
(1983), the development and vali- dation of theories in
western cultures and their validity and applicability in
Eastern region are questionable mainly due to cultural
differences. Focusing on local environment em- ployees
apparently agree with others due to senior’s respect,
Table 7 Conditional effects of foc on emotional exhaustion at values
of emotional stability
Emotional Exhaustion
Emotional Stability Effect 95% BC Bootstrap CI
-1.4425 .794 .670 to .918
.0000 .708 .602 to .814
1.4425 .622 .500 to .744
Curr Psychol (2018) 37:862–874
fear of negative evaluation, to get acceptance in majority
group etc. which provoke them to create FOC due to
incon- gruence with their true selves. Thus, employees high
in agree- ableness exhibit higher degree of FOC and display
high level of emotional exhaustion. Hence, findings of our
study have theoretical contribution in the literature on the
relationship between agreeableness and emotional
exhaustion.
Results also found positive relationship between FOC
and emotional exhaustion (β = .705, p < .001), which is
supported by empirical study of Hewlin (2009). The results
also reveals that the positive effect of façade creation on
emotional exhaus- tion will not remain identical for all
employees rather it varies with the employee’s level of
emotional stability. Our findings suggest that an employee
who create higher degree of façade but have higher levels
of emotional stability experience less emotional
exhaustion. Hence, the positive effect of façade creation on
emotional exhaustion is neutralized by emotional stability to
some degree. The result is consistent with the pre- vious
study of Kokkinos (2007) who found that emotionally
stable individuals face less emotional exhaustion.
Managerial Implications
A review of our results reveals that LMX quality and agree-
ableness personality trait are the determinants of FOC while
Trust in Management acts as a moderator between LMX and
façade creation to curb their negative effect. Moreover,
displaying of FOCs by organizational members may lead to
emotional exhaustion of employees. This exhaustion can
prove detrimental for the employee’s psychological and phys-
ical health, which may leads to absenteeism, low productivity,
Curr Psychol (2018) 37:862–874 879
880 Curr Psychol (2018) 37:862–874

and low creativity and higher medical expenditure for the The study has vital theoretical and applied implications but
organization. Findings of the study also reveal that there are certain limitations of the study that may be consid-
negative effects of emotional exhaustion can be diluted ered. First, sample for the research was collected from four
through emo- tional stability as emotional stability acts as a service sector organizations based in Islamabad. Moreover,
moderator be- tween the relationship of FOC and
emotional exhaustion. Thus, employees exhibiting façade
creation but have high emotional stability display less
degree of emotional exhaus- tion as compared to those who
have less emotional stability.
Keeping above results in view, managers at first must
in- culcate such practices among supervisors and
employees, which can help them to display high quality
LMX, low agree- ableness and high degree of trust in
management for avoiding employees to involve in façade
creation. Secondly, our results shown that emotional
stability may play an essential role in curtailing negative
effects of emotional exhaustion therefore manager must
implement such practices, which can bring emotional
stability among employees, so that negative effects of
emotional exhaustion can be diminished for the employees
as well for the organization after occurrence of FOC.
In order to establish high quality LMX relationship,
man- agers must concentrate on establishing strong
interpersonal re- lationships between leaders and
subordinates to bring per- ceived similarity. Through
perceived similarity, leaders and subordinates may bring
value similarity for establishing high quality LMX
relationship (Ashkanasy and O’Connor 1997). High quality
LMX relationship stimulate employees to express their true
selves (Botero and Van Dyne 2009) to avoid façade
creation. To build employee’s trust in management for
curtailing negative effect of low LMX quality relationship,
manager’s may focus on socio-psychological, managerial
and common factors for providing high-performance work
system, employee participation, empowerment, propensity to
trust, jus- tice and perceived support to employees
(Özyılmaz 2012). Managers may provide participative
work environment and perceived support to employees, so
that they can easily present their true self besides
performing agreeableness behaviour. Human Resource
Development department in an organization may conduct
trainings among employees to impart such prac- tices
through which they can become emotionally stable, so that
employees can build their capacity to remain stable when
confront with stress or FOC and can curtail detrimental
effects of emotional exhaustion. Practices for employees to
be emo- tionally stable may include change your
perspective, control over thoughts, think positive, think
flexible / accurate, build social connections, be around
emotionally stable people, prac- tice tolerance, do exercise
and especially build spiritual belief.

Limitations and Future Directions

 Curr Psychol (2018) 37:862–874 881
the majority in the sample were male participants (78%). Review, 18, 621–656.
Therefore generalizing results of the study on multiple
sectors and on various cities is one of the limitations. To
generalize the results, samples from various sectors and
cities need to be examined. Secondly, dyadic data was
collected including employees and supervisors but data
collection for five variables were employee rated
therefore there is a possibility that some common source
variance may have biased our results to some extent.
Hence, testing the hypotheses after collecting data of
more variables from dual source may be another aspect
for future research.
Research related to the construct of façade creation is
in embryonic stage. Hewlin (2003) proposed that creation
of facades emerges from various facets of organization
environ- ment, one’s status within the organization and
the individual personality traits. Few of the antecedents
and moderators are explored in this study but
organizational behaviour researchers yet have various
important facets to study. Research on procedural justice,
performance evaluation system, empowerment, honesty-
humility as antecedent of FOC and job satisfaction,
commitment and deviant behaviours as outcome of FOC is
a direction for future studies, so that theoretical and
applied contributions can be added in the con- struct for
facilitating managers to avoid detrimental effects of façade
of conformity.

Acknowledgements The authors are highly grateful to the unknown

referees for the valuable comments which prove highly useful to
improve the quality of manuscript.

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