Reciprocity in manager-subordinate relationships: Components, configurations, and outcomes

    Authors

    M. Uhl-Bien;J. M. Maslyn

    Abbreviated Journal Title

    J. Manage.

    Keywords

    LEADER-MEMBER EXCHANGE; PERCEIVED ORGANIZATIONAL SUPPORT; SOCIAL-EXCHANGE; BEHAVIOR; MODEL; SATISFACTION; CONSEQUENCES; PERSPECTIVE; Business; Psychology, Applied; Management

    Abstract

    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 Title

    Journal of Management

    Volume

    29

    Issue/Number

    4

    Publication Date

    1-1-2003

    Document Type

    Article; Proceedings Paper

    Language

    English

    First Page

    511

    Last Page

    532

    WOS Identifier

    WOS:000184234200003

    ISSN

    0149-2063

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