Quality Of Exchange Relationship Research Articles

When breaking the rule becomes necessary: The impact of leader-member exchange quality on nurses pro-social rule-breaking.

AimDespite the literature on nursing leadership, the research on the quality of exchange relationship between nursing leaders and nurses is in its initial stages. Also, the underlying mechanism that exists between leader–member exchange and employee outcomes warrants further inquiry. This study aimed to fill these gaps by investigating the role of leader–member exchange relationships and organizational identification in nurses' intentional violation of hospital regulations to promote their patients' welfare, also called pro‐social rule‐breaking. In contrast to a vast number of previous studies, we argue that pro‐social rule‐breaking can be positive for organizations. Therefore, nurses should be given margin and autonomy to break hospital rules when needed by establishing a high‐quality exchange relationship with the supervisor.DesignA quantitative study was conducted on nurses working in hospitals in Pakistan by utilizing a non‐probability convenience sampling technique.MethodData from nurses and their colleagues (n = 224) were collected at three‐time points between June 2019 and August 2019 through questionnaires.ResultsThe results proved that nurses' possessing a high‐quality exchange relationship with their supervisor feels a higher level of identification with their organization. In turn, they are more likely to engage in pro‐social rule‐breaking as a form of constructive deviance.

Conceptualizing and modeling interpersonal trust in exchange relationships: The effects of incomplete model specification

The importance of interpersonal trust in exchange relationships is well-established, and trust is known to have two important and distinct underlying forms, one cognitive, the other affective. Despite this, trust studies often model only the cognitive task-related form and omit the affective form. This article achieves two main objectives. First it demonstrates that interpersonal trust is best considered a bidimensional construct consisting of both cognitive and affective components, and that omitting either form of trust from empirical studies is a conceptual and specification error. Second, we reveal that both forms explain a large amount of variance in the quality of exchange relationships. Also, studies omitting affective trust ignore the more potent of the two trust dimensions. In addition, models examining only one form of trust strongly inflate the apparent effects of that form, and are diagnostically unsound. Our results have important theoretical and managerial implications regarding the conceptualization and measurement of interpersonal trust, and its role in improving the effectiveness of exchange relationships.

How Do I Get on that List: Theory and Evidence on Relationship Quality’s Influence on CEO Rankings

We focus on quality of exchange relationships as an influential and previously unexplored determinant of actors’ positions in social rankings. We propose that if evaluators who rank actors also have an exchange relationship with those actors (a frequent occurrence), then the quality of that relationship will affect how actors are ranked (over and above other factors such as performance outcomes). We specifically argue that causal attribution and reciprocity mechanisms will lead consistent fulfillment, accuracy, and consensus regarding expectations within relationships to enhance actors’ rankings. Evidence from an empirical study of CEO rankings within large U.S. firms generally supports these predictions.

Abusive Supervision and Subordinate Self-Control: Implications for Social Exchange

We draw from social exchange and self-control theories to hypothesize that subordinates’ perceptions of abusive supervision are negatively associated with social exchange relationship quality with ...

Give and Take: The Cognitive and Affective Process of Leader Member Interaction

Previous literature on leader member exchange typically focused on the quality of exchange relationship rather than the actual exchanges process. Deviated from previous practice, the current study examines the leader-member interaction process through which the exchange takes place. The proposed theoretical model comprises of both cognitive and affective process. In particular, the cognitive process hypothesize that leader s’ and member s’ contribution in an interaction jointly influence member’s perception of benefit; such perception of benefit is associated with members’ felt obligation to reciprocate, which in turn leads to high work engagement and more member contribution in the subsequent interaction. The affective process hypothesizes that leaders’ positive emotion will influence member’s positive emotion, which also leads to high work engagement. Both cognitive and affective process are moderated by members’ acceptance of reciprocity norms and their exchange relationship with their leaders (LMX). We took a momentary approach and examined multiple interaction episodes under naturalistic settings. Empirical evidences were found for these hypotheses. Findings of the current study have important theoretical and practical implications.

Facilitating Employee Creativity: The Role of Social Exchange Relationship Quality

Using survey data from 398 professional or technical workers and their direct supervisors in a large automobile manufacturing enterprise, we built and tested a model to connect the quality of two main social exchange relationships (leader-member exchange: LMX, team-member exchange: TMX) and employee creativity. The results of our study showed that LMX quality and TMX quality positively affected intrinsic motivation, which in turn influenced every sub-process of creative process engagement, while creative process engagement had a positive influence on employee creativity. Furthermore, moderate effect analysis showed that creative self-efficacy weakened LMX quality’s effect on intrinsic motivation but had no significant negative moderate effect on TMX quality’s influence on intrinsic motivation.

Relational leadership and team climates: Pitting differentiation versus agreement

There is an increasing interest in within-group agreement in organizations, in response to evidence that agreement is predictive of various organizational outcomes of interest. The model in this study suggests that within-group agreement on climate is predicted by the quality of exchange relationships, specifically team–member exchange (TMX), leader–member exchange (LMX), social interaction and work interdependence. Results suggest that average high quality LMX and TMX relationships are both predictive of within-group agreement on some measures of climate. The results also support the notion that differentiation in TMX relationships within a team is deleterious to within-group agreement on climate. Contrary to existing literature, social interaction and work interdependence were not significantly related to any of the other variables in the model.

Team-Member Exchange Under Team and Traditional Management

The quality of exchange relationships between work teams and their members was assessed for 103 manufacturing workers. Higher levels of team-member exchange quality, as well as of cohesiveness, satisfaction with coworkers, and general job satisfaction were reported by members of teams expected to be self-managing in contrast to teams expected to function as traditional work groups. Gains in departmental production efficiency were also found to be related to the work unit's average change in team-member exchange over time.

Vertical Exchange and Salesperson Stress

Salespeople are susceptible to stress by the very nature of their job. Sales managers may be in a position to alleviate some of the causes of stress. This paper presents results from a study that examines the nature of Vertical Exchange relationships and stress. The findings indicate that the quality of exchange relationship does affect the level of felt stress and stress due to role conflict and role ambiguity. The influence of situational stressors is also affected by the quality of exchange relationship.