Reciprocity in manager-subordinate relationships: Components, configurations, and outcomes
Abbreviated Journal Title
LEADER-MEMBER EXCHANGE; PERCEIVED ORGANIZATIONAL SUPPORT; SOCIAL-EXCHANGE; BEHAVIOR; MODEL; SATISFACTION; CONSEQUENCES; PERSPECTIVE; Business; Psychology, Applied; Management
The present study examines both positive and negative norms of reciprocity in managerial work relationships by assessing three components of reciprocal behavior: immediacy, equivalence, and interest motive. The findings show that subordinate reports of immediacy, equivalence, and self-interest were negatively associated, and mutual-interest was positively associated, with relationship quality as reported by both subordinates and managers (other-interest was not significant). These components of reciprocity were also subjected to cluster analysis to identify groupings of reciprocity styles. The results indicate styles reflecting high quality (n = 65), low quality (n = 120), and negative social exchanges (n = 23). Analyses addressing reciprocity configurations and work outcomes showed that the higher quality exchange relationships had higher levels of perceived organizational support and altruism (but not commitment) than the lower and negative exchange groups, while only the negative reciprocity group showed lower levels of performance and conscientiousness as rated by the manager (C) 2003 Elsevier Inc. All rights reserved.
Journal of Management
Article; Proceedings Paper
"Reciprocity in manager-subordinate relationships: Components, configurations, and outcomes" (2003). Faculty Bibliography 2000s. 4073.