Purpose - This study examines employees' metacognitive cultural intelligence as a moderator in the relationship between leader-member exchange (LMX) and employees' subjective well-being. Design/methodology/approach - We tested the conceptual model using regression analysis from a sample of 462 migrant workers in Findings - The results demonstrated that employees' metacognitive cultural intelligence moderated the relationship between LMX and employees' subjective well-being in such a way that the effect was stronger among those employees with lower levels of metacognitive cultural intelligence.Research limitations/implications - The cross-sectional design, with self-reporting at one point in time, could affect a causal relationship among variables, although each relationship was built on strong theoretical perspectives. However, prior research emphasizes that a single source is not considered to be an issue when interactions are examined.Practical implications - One way to improve metacognitive cultural intelligence for global leadership effectiveness could be through the introduction of diversity and cross-cultural training, such as didactic programs provided either in-house or by external institutions.Originality/value - Drawing on Conservation of Resources theory, this paper contributes to the literature by demonstrating that employees' metacognitive cultural intelligence is a boundary condition that alters the strengths of the LMX–subjective well-being relationship.

中文翻译：

---

领导成员交流与主观幸福感：元认知文化智能的调节作用

目的-本研究考察了员工的元认知文化智能，作为领导者交流（LMX）与员工主观幸福感之间关系的调节者。设计/方法/方法-我们在Findings中对462名农民工的样本进行了回归分析，从而测试了概念模型-结果表明，员工的元认知文化智能以以下方式缓解了LMX与员工主观幸福感之间的关系研究局限/含意-具有横断面设计（在某个时间点具有自我报告功能）的横断面设计可能会影响变量之间的因果关系，尽管每种关系都是基于强大的理论观点。然而，