Social Exchange Relationships Research Articles

Organizational justice and organizational citizenship behavior: exploring the mediating role of psychological well-being at work

PurposeThe present research paper aims to examine the inter-relationship between organizational justice (Henceforth termed as OJ), psychological well-being at work (henceforth termed as PWBW) and organizational citizenship behavior (henceforth termed as OCB). More specifically, this paper attempts to critically analyze the mediating role of PWBW in the relationship between OJ and OCB. The study solely focuses on nurses working at private hospitals in Kerala, who are the largest group of healthcare personnel.Design/methodology/approachData collected from 308 nursing employees were analyzed by using statistical package for the social sciences (SPSS) software.FindingsThe outcomes of the analysis demonstrate that significant correlations exist between all the three key variables and their dimensions. Moreover, it has been found that the relationship between OJ and OCB is partially mediated by PWBW.Research limitations/implicationsIn the present healthcare scenario, just after the Covid-19 pandemic, there is a paramount need for the well-being of healthcare staff in order to improve the functioning of the healthcare system.Originality/valueThe study enabled us to develop and provide an explanation as to how social exchange relationship works between OJ and OCB.

Do intelligent leaders differentiate exchange relationships intelligently? A functional leadership approach to leader-member exchange differentiation.

The burgeoning literature on leader-member exchange (LMX) differentiation indicates that differentiating LMX relationships within groups has both benefits and costs when it comes to group effectiveness. Although some clarity is emerging surrounding the null total effect of LMX differentiation on group performance, we still know little about how leaders themselves shape the differentiation process. In this article, we extend theory to suggest that some leaders may differentiate more effectively than others. Drawing from functional leadership theory, we first identify a potential approach available to leaders likely to enhance their functional effectiveness-strategically investing in and developing stronger social exchange relationships with subordinates who can best help them fulfill the task functions (via task performance-based differentiation) and group maintenance functions (via contextual performance-based differentiation) specified within functional leadership theory. Embedding this potential approach within the ability-motivation-opportunity framework, we then develop a theory for which leaders are best positioned to recognize and pursue strategic relationship development this way. Specifically, we posit that leaders with stronger cognitive abilities (g) are more likely to recognize the value of such an approach, and those high in core self-evaluation are more likely to believe in their capabilities to successfully process, execute on, and persist with the approach. The results from two studies-a multisource study of leaders and team members in newly formed teams as well as a preregistered online vignette study using a sample of current and former supervisors-largely supported our predictions. (PsycInfo Database Record (c) 2024 APA, all rights reserved).

It’s Unexpected but Good: Leader Traditionality Fuels Greater Follower Reciprocation to Servant Leadership

Integrating expectancy violation theory and social exchange theory, we investigate the role of leader traditionality in augmenting the positive effect of servant leadership in promoting follower reciprocation in three studies. In Study 1, we substantiate in an experiment that individuals indeed expect leaders possessing traditional values to be less likely to engage in servant leadership behaviors compared with leaders who are low in traditionality. Further, we test our full model in an experiment (Study 2) and find support for our hypothesis that the relationship between servant leadership, follower trust in the leader, and subsequent follower organizational citizenship behavior is stronger for leaders higher (vs. lower) in traditional values. Replicating the findings from Study 2, we conduct a field investigation (Study 3) with multiwave and multisource data from a Fortune 500 company and obtain full support for our model. The consistent findings across our studies provide strong support for the role of leader traditionality in altering the social exchange relationship between servant leaders and their followers.

How learning-goal-oriented newcomers develop leader-member exchange (LMX): From agentic and communal behavior perspectives

Adopting the dual perspective model of agency and communion and role-making theory of leader–member exchange (LMX) development, this study explored whether and how newcomers with a high learning goal orientation (LGO) develop high-quality social exchange relationships with their leaders. Through a three-wave field survey of 199 organizational newcomers who were graduates entering the workplace, we found a direct and significant relationship between the newcomers’ LGO and LMX. We also found that their agentic and communal behaviors—specifically, self-improvement voice and knowledge sharing, respectively—served as dual mediating mechanisms of this relationship. This study answers the call for more research on how employees’ LGO motivates them to engage in behaviors conducive to social exchange development with their leaders. It also contributes to the emerging research on followership and understanding LMX development beyond the leader–member dyad. The theoretical and practical implications of the findings are discussed.

Internal audit quality in the stress paradigm and social exchange relationships

Internal audit quality in the stress paradigm and social exchange relationships

Does Leader-Member Exchange (LMX) Ambivalence Influence Employees' Constructive Deviance?

The ambivalent experience of superior-subordinate relationships is widespread in organisations and has gradually become an important factor influencing employees to actively engage in extra-role behaviours. However, employees' constructive deviance is extremely important for organisational development as they are important extra-role behaviours for organisational innovation and change. Owing that academic research on the antecedents of employees' constructive extra-role behaviours has lacked attention to individual emotional variables such as the leader-member exchange ambivalence, by drawing on self-control resource theory and social cognitive theory, this study examined the effects of leader-member exchange ambivalence on employees' constructive deviance, as well as the role of ego depletion and role-breadth self-efficacy. Based on a two-point questionnaire survey of 332 employees from different industries in China, the study tested hypotheses with SPSS 27 and AMOS 27 and found that the more leader-member exchange ambivalence, the less likely they were to engage in employees' constructive deviance, leader-member exchange ambivalence affected employees' constructive deviance through ego depletion, and when role-breadth self-efficacy is high, the lower the ego depletion of employees with leader-member exchange ambivalence, the more likely they are to engage in employees' constructive deviance. This study is intended to guide organisations to pay attention to the problem of individual internal conflict arising from superior-subordinate relationships, to remove the barriers to constructive transgression by individuals, and to truly exploit the innovative capacity of individual organisations. The study suggests that managers should pay attention to the negative effects of employees' perceived ambivalent experiences of supervisor-subordinate relationships, maintain consistency, and build positive social exchange relationships with their employees. Organisations should strengthen the training of leaders and employees to eliminate the serious internal attrition that organisations face from social network relationships. And employees should face the limitations of resources and reduce dependence on the leader-member exchange relationship as the dependence for their work attitudes and behaviours.

Do Social Exchange Relationships Influence Total-Quality-Management Involvement? Evidence from Frontline Employees of International Hotels.

This study delves into the assessment of the quality of social exchange relationships in the workplace, specifically focusing on leader-member exchange (LMX) and team-member exchange (TMX), to forecast employee Total Quality Management (TQM) involvement within the hospitality industry. Employing Structural Equation Modeling (SEM), the study evaluates multiple hypotheses, utilizing data collected from 811 frontline employees in international tourist hotels located in Taiwan. The findings demonstrate that both LMX and TMX exhibit direct positive influences on employee TQM involvement. Moreover, through mediated path analyses, it is evident that both LMX and TMX exert indirect positive impacts on employee TQM involvement, by means of self-efficacy and job satisfaction. These results elucidate a clear causal chain mechanism underlying the behavior of employee TQM involvement within such social relationships. The study's revelations carry significant implications for the hospitality industry, shedding light on the nuanced dynamics of these social relationships and their impact on employee behavior concerning TQM involvement. The discussions encompassing the implications of these findings in the realm of hospitality are thoroughly explored and detailed.

Flexible working arrangements as privilege or entitlement? Type of access to flexible working arrangements shapes reciprocal beliefs and social exchange relationships in hybrid work teams

Literature suggests that employees reciprocate the ‘privilege’ for flexible working arrangements (FWA) with higher effort. Drawing on social exchange theory, our interview study investigated how leaders shape members’ beliefs about the need to reciprocate the access to FWA. Based on 20 interviews nested in ten teams from two organisations, we analysed how FWA are perceived and negotiated between team leaders and their members, and whether low or high prevalence of FWA in teams plays a role for establishing social exchange relationships. The interviews took place prior to Covid-19. While in one organisation access to FWA was negotiated individually only due to a specific need, in the other organisation it was facilitated more easily and granting FWA had evolved as a social norm. Our findings indicate that in both contexts FWA indeed initiated social exchange relationships, as team members often tried to return the favour for access to FWA by maintaining the performance and/or by showing high flexibility. When FWA were granted to selected members only (low prevalence), ‘score-keeping’ and ‘quid-pro-quo exchanges’ were mentioned as important exchange rules in the accounts. In the organisation with high FWA prevalence, cooperative team routines showed that members felt the need to reciprocate the favour to other team members or the organisation rather than directly to the leader. However, even in this organisation, leaders were able to establish employees’ belief in privilege and their obligation to reciprocate in order for them not to lose access to FWA. Our findings show the role of the leader in shaping and instrumentalising FWA. The study has high practical relevance for hybrid teams and discusses the essential role of leaders in FWA.

Felt or Thought: Distinct Mechanisms Underlying Exploitative Leadership and Abusive Supervision

AbstractThe last two decades have seen a mounting fascination with unethical and destructive forms of leadership. Yet, do we know what all encapsulates this “dark” side of leadership? Despite initial evidence that exploitation is a notable addition to the unethical leadership scene, our understanding of its distinctiveness as well as of how and why it exerts its negative effects is limited. We speak to this gap by testing the distinct mechanisms through which exploitative leadership—relative to the more popular counterpart, abusive supervision—affects followers. Borrowing from the aggression literature, we describe exploitative leadership and abusive supervision as varying forms of aggression that undermine followers’ satisfaction with the leader via altered experiences of their social exchange relationship. Our theoretical model proposes that abusive supervision, as an inherently interpersonal provocation, primarily implicates followers’ emotional experiences within the social exchange process. By contrast, given its inherent focus on self-interest, exploitative leadership is assumed to affect followers primarily through the cognitive understanding of the social exchange. Results from multiple studies using different samples, measures, and research designs provide general support for our predictions. In sum, the evidence emerging from our data shows that exploitative leadership is not a symptom of construct proliferation but rather, adds cumulative knowledge to the field of unethical and destructive leadership.

Productive entrepreneurship within the entrepreneurial ecosystem: Insights from social exchange theory

AbstractUtilizing insights from the social exchange theory, we examine the conceptual underpinnings of social exchange relationships between the entrepreneur and other ecosystem actors, explaining the emergence and expansion of EE‐wide productive entrepreneurship. Adopting a process view, we offer a theoretical framework that suggests that, with time, more actors enter the ecosystem, and with diverse resources, approaches, and expectations. Further, the increase of social exchanges among them leads to an expansion in the structures, processes, and networks, thus influencing EE‐wide productive entrepreneurship. This is an important insight for policymakers worldwide that are interested in ensuring productive entrepreneurship within the EE. Our research offers a compelling theoretical rationale for why effective collaboration among EE actors for sharing resources, information, and knowledge facilitates the achievement of productive entrepreneurship.

Role of Leader-Member Exchange, Knowledge Hiding, Prosocial Motivation, And Impression Management Motivation for The Creative Potential of Employees

The main purpose of the research was to investigate whether employees who develop a high-quality leader-member exchange (LMX), do they also engage in knowledge exchange activities or they hide knowledge, and do their knowledge hiding affects creativity. Data for this investigation were collected from 413 subordinates and their respective 57 supervisors working in a pharmaceutical organisation operating in Jakarta, Indonesia. The collected data was then analyzed for regression and mediated moderation with MPlus. We found that LMX may have a negative side, as those in quality exchange relationships with supervisors may hide knowledge from others, which may affect the creative potential of employees. With this research, we have shown that interpersonal mechanisms in general and LMX in particular will not always be beneficial for the exchange of knowledge and creativity of employees. We contributed to creativity research by introducing prosocial motivation and impression-management motivation as having a moderating role in knowledge hiding and creativity relationships. Our research revealed that the motivation of a focal employee overrides knowledge hiding, the underlying social exchange, knowledge hiding, and creativity relationships. The motivation of focal employees influences the social exchange patterns by affecting knowledge hiding among coworkers, thereby enhancing/ suppressing their creativity. Limitations and future research directions were also discussed.

Organizational Climate and Customer Relationship Management in a Cooperative

Members are the primary customers and lifeblood of multi-purpose cooperatives. This study aimed to determine the extent of organizational climate and customer relationship management among members of a Multi-Purpose Cooperative in Negros Occidental. This study is anchored in Social Exchange Theory and Relationship Management theory. The researchers conducted a quantitative study between November 2021 and March 2022 with 347 members. The researchers used descriptive, comparative, and correlational methods. The result indicates a great extent in both organizational climate and customer relationship management based on the responses of the members. The study found a high association between organizational climate and customer relationship management. The researchers conclude that the multi-purpose cooperatives emphasized the benefits and well-being of their members which enhances their organizational climate perspective by providing quality and innovative service through customer relationship management.

Perceived difference in expertize and individual performance in cross‐functional teams

AbstractPrevious studies examining diverse team knowledge resources and individual members' performance largely follow the information perspective and propose that team informational diversity may help individuals perform better. Unlike previous authors, we integrate arguments from subgroup theory and the social categorization perspective to argue that when a person works in a cross‐functional team, perceiving differences in expertize with other teammates may decrease the person's social exchange relationship with colleagues, that is, team‐member exchange/TMX. Thus, perceived differences in expertize with other teammates may reduce TMX and, in turn, weaken individual task performance. Moreover, team members' social exchange relationship with the leader/LMX may offset the individual's deficiency in TMX to complement the person's task performance. We examine dyadic data collected from Taiwanese worker‐supervisor pairs and find support for our hypotheses.

"청소년수련시설장의 리더역량과 조직성과 간의 관계 -사회적 교환관계의 다중매개효과를 중심으로-"

"청소년수련시설장의 리더역량과 조직성과 간의 관계 -사회적 교환관계의 다중매개효과를 중심으로-"

A Study on the Relationship Between Perceived Organizational Support and Organizational Commitment Among Managerial Staff in Private Banks in Cochin

Abstract: The existence of organizations without human resource is, undoubtedly, next to impossible. The very character and integrity of organizations, its drive towards achieving its goals in an efficient and effective manner as well as its continued existence, depends entirely on the people that encompass it. Retaining talented human resource is the key to continued and sustainable development. This clearly points out the importance of commitment from the part of the employees as well as the employer. The concept of Perceived Organizational Support (POS), thus, plays a very vital role. According to social exchange theory, “the exchange relationship between two parties often goes beyond pure economic exchange and entails social exchange”. Likewise, Eisenberger et.al. (2001) argues that, “employer and employee exchange not only impersonal resources such as money, services, and information, but also socio - emotional resources like approval, respect, and support”. The theory of POS refers to ‘employees’ perceptions about the degree to which the organization cares about their well-being and values their contribution, to describe the social exchange relationship between the organization and its employees’ (Eisenberger et.al., 1986).

Residents’ perceptions of tourism social exchange relations: a case study in a small heritage town

Studies of residents’ perceptions of tourism impacts under social exchange theory have mostly focused on the costs and rewards of tourism in a one-sided manner. The purpose of this study is to examine these perceptions taking social exchange relations, which are dyadic, as the unit of analysis instead. Social exchange relations offer a more accurate understanding of tourism exchanges as they pair costs with rewards. The literature review analyses previous studies of resident impact perceptions in which exchange relations had been suggested. Based on this review, a survey was carried out among the residents of Besalú. Four social exchange relations were identified using factor analysis. The results show that perceptions about exchanges that specifically involve the resources of space, which tends to be a scarce resource in heritage towns, and retailing areas are linked to the willingness of residents to accept tourism. This suggests that these are critical resources affecting residents’ general perception of the tourism exchange. The results also show that residents strongly perceive tourism as a contribution to heritage conservation.

Building Work Engagement in Organizations: A Longitudinal Study Combining Social Exchange and Social Identity Theories

Starting from the insights of social identity theory and social exchange theory, the present study aimed to understand how social support and organizational identification relate to work engagement. Moreover, it sought to verify if social support and organizational identification interact with each other to explain work engagement three months later. A longitudinal study was conducted on a sample of 150 employees, in which organizational identification, social support, and work engagement were measured through a questionnaire. The results show that when employees can count on their supervisors' and colleagues' support, they will be more engaged in their work. In addition, when an employee strongly identifies with their organization, the employee's evaluation of the social support received from colleagues and supervisors becomes less critical in determining their work engagement. These results confirm our hypotheses and extend the findings of previous research on withdrawal behaviors. From a practical point of view, it seems important for organizations to invest in increasing identification, as well as in building a high-quality social exchange relationship, especially when levels of organizational identification are low or decreasing.

Social Exchange Relationships with Peer Leaders and Ethical Leadership: A Study among Male Military Team Leaders

AbstractThe present research explores the role of lateral exchange relationships among peer leaders (i.e., leader–leader exchange relationships; PLLX) as drivers of ethical leadership. Across two studies involving male subordinates and leaders pertaining to 150 teams (Study 1) and 158 leader–follower dyads (Study 2) in the Republic of Korea Army, PLLX was found to mediate a positive relation between peer leaders' ethical leadership and focal team leaders' ethical leadership, while controlling for upper leaders' ethical behaviours. Moreover, this relation was moderated by focal leaders' organizational tenure but in opposite directions in the two studies: the relation between peer leaders' ethical leadership and focal leaders' ethical leadership through PLLX was stronger in Study 1 (vs. weaker in Study 2) when tenure was high.

What you say matters: Moving beyond gossiping extent to explore the positive effects of gossip truthfulness and gossip interestingness

AbstractWhereas substantial research portrays gossip as a detrimental behavior, other work observes that gossip performs essential social functions, such as distributing valuable information. Collectively, the literature indicates that gossip has the potential to harm and benefit the relationship between the gossip sender and receiver. Our study brings consensus to this conversation by drawing a distinction between how much gossiping occurs—gossiping extent—and characteristics of that gossip—gossip truthfulness and gossip interestingness. Drawing on social exchange theory and cognitive‐motivational‐relational theory, we build a within‐person theoretical model that proposes gossip truthfulness will strengthen the receiver's perception of the social exchange relationship, whereas gossip interestingness will increase the receiver's state happiness. Ultimately, these proximal reactions will increase the receiver's helping behavior toward the sender. We tested our model with a 15‐day experience sampling study (Study 1) and an experiment (Study 2). Results showed that gossip truthfulness had a positive effect on the receiver's perception of the social exchange relationship, leading the receiver to provide more helping behavior to the sender. Gossip interestingness had a positive effect on the receiver's state happiness, leading to increased helping behavior toward the sender. Gossip interestingness also had a serial indirect effect on helping behavior, via increased state happiness that increased receiver social exchange perceptions. In contrast, gossiping extent had a negative indirect effect on helping behavior via decreased receiver happiness, as well as a negative serial indirect effect via decreased receiver happiness and social exchange perceptions. Our model provides employees with insights into how gossip impacts the sender–receiver relationship.

Span of Control and Ethical Leadership in Highly Professionalized Public Organizations

Span of control may be a critical structural condition for ethical leadership. According to social learning theory, emulation and vicarious learning processes are mechanisms through which ethical leaders enhance ethical commitment among employees. However, if the span of control (number of employees per manager) is too wide, ethical leadership can be difficult to practice due to a more distant relationship between manager and employees. Using a mixed method design with survey data and interviews, we analyze the relationship between span of control and ethical leadership among doctors in Danish hospitals. Survey results from the study show no statistical association between span of control and clinical directors’ self-reported ethical leadership. Interviews with employees and managers support this finding by showing how ethical guidance unfolds through social exchange relationships where employees can act as moral professionals. This suggests that span of control is not a critical structural condition for intending and perceiving a high level of ethical leadership. Span of control is indirectly relevant through the perceived distance between manager and employees. The findings thus enhance our understanding of how ethical leadership takes place in complex, professionalized public organizations. This might inspire managers to lower the organizational power distance and promote professionalism.