Are Leaders Still Gatekeepers? A Moderated Mediation Model for Social Capital, Commitment, In-role Performance, and Perceived Supervisor Support

Abstract: The purposes of this study are three folded: (a) investigating the impact of social capital on in-role performance, (b) investigating the mediation effect of organizational commitment on the relationship between social capital and in-role performance, and (c) investigating the moderating effect of perceived supervisor support on the relationship above. 543 responses were collected from an online survey administered to employees in large for-profit organizations in South Korea. Drawing on the LMX theory, we found the following results: (a) social capital was positively related to in-role performance, (b) which was mediated by organizational commitment, and (c) perceived supervisor support moderated this indirect effect; particularly, the influence of social capital on in-role performance via organizational commitment was stronger at low levels of perceived supervisor support, while becoming weaker with high levels of supervisor support. Importantly, this study provides empirical evidence on how social capital supplements the traditional leadership view that highlights an individual’s qualities and the formal task relationship, rather than substituting or degrading its value. Based on these findings, we provide discussions, implications, and recommendations.