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Journal of Business and Psychology

Erschienen in:

01.03.2015

Social Influence and Leader Perceptions: Multiplex Social Network Ties and Similarity in Leader–Member Exchange

verfasst von: Thomas J. Zagenczyk, Russell L. Purvis, Mindy K. Shoss, Kristin L. Scott, Kevin S. Cruz

Erschienen in: Journal of Business and Psychology | Ausgabe 1/2015

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Abstract

Purpose

Leader–member exchange (LMX) theory focuses on the degree of emotional support and exchange of valued resources between supervisor and subordinate. LMX research is criticized for failing to consider the role of the social context in the development of subordinates’ perceptions of LMX. We explore whether employees have similar LMX perceptions to those of multiplex social network ties.

Design/Methodology/Approach

We conducted a social network study of 61 employees working in a computing and information technology company in the southeastern United States.

Findings

Our results suggest that employees tend to have LMX perceptions similar to those of high-trust advice ties who work for the same supervisor and different from high-trust friendship ties who work for the same supervisor. Employees’ LMX perceptions were unrelated to the LMX perceptions of high-trust friend and advice ties who worked for different supervisors.

Implications

Our study contributes to research seeking to understand the role that the social context plays in shaping employees’ LMX perceptions by demonstrating that social network ties are important to this process. It also contributes to research exploring social influence and social networks by offering a potential explanation for why friendship and advice ties are socially influential. From a practical perspective, our results will help managers to understand why employees’ may have LMX perceptions which are inconsistent with the favorability of treatment that they receive.

Orginality/Value

We respond to calls for research on the effects of context on organizational phenomena in general and LMX specifically.

Vorheriger Artikel Situational Strength as a Moderator of the Relationship Between Job Satisfaction and Job Performance: A Meta-Analytic Examination

Nächster Artikel The Effects of Unconsciously Derived Affect on Task Satisfaction and Performance

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Titel: Social Influence and Leader Perceptions: Multiplex Social Network Ties and Similarity in Leader–Member Exchange
verfasst von: Thomas J. Zagenczyk
Russell L. Purvis
Mindy K. Shoss
Kristin L. Scott
Kevin S. Cruz
Publikationsdatum: 01.03.2015
Verlag: Springer US
Erschienen in: Journal of Business and Psychology / Ausgabe 1/2015
Print ISSN: 0889-3268
Elektronische ISSN: 1573-353X
DOI: https://doi.org/10.1007/s10869-013-9332-7

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Abstract

Purpose

Design/Methodology/Approach

Findings

Implications

Orginality/Value

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