Abstract
The purpose of this study is to develop an integrated theoretical model of the simultaneous interplay of social exchange relationships with a supervisor (leader-member exchange: LMX) and fellow team members (team-member exchange: TMX) in organizational contexts. The model extends current theories related to LMX and TMX by integrating ideas from self-determination theory, identity-orientation theory, and a theory of team types to describe how these two relational variables combine to influence outcomes such as job satisfaction and job performance. Using longitudinal, multisource data from 439 employees on 61 teams, the results show a substitute effect in which high TMX buffers the negative effects of low-quality LMX on job satisfaction and job performance. Moreover, both a low relational identity and low authority differentiation within the team demonstrate a neutralizing effect on the otherwise positive effects of LMX.
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