Leader-member exchange and its dimensions: effects of self-effort and other's effort on relationship quality

Two hundred thirty-two manager-subordinate dyads provided data on the effort expended toward the development of leader-member exchange (LMX) relationships, how such effort related to expectations about relationship quality, and intentions to exert future effort toward relationship development. For both managers and subordinates, higher quality LMX relationships were reported and expectations were met when the other member of the dyad put forth effort into relationship development. One's own higher effort coupled with lower effort by the other was associated with a lower quality LMX relationship. Examination of the 4 dimensions of LMX (R. C. Liden & J. M. Maslyn, 1998) revealed unique effects depending on the dimension considered. In addition, LMX and relationship tenure interacted, showing that future effort toward relationship development was greatest when individuals had been in higher quality relationships for longer periods of time.     

The Contribution of Positive Politics to the Prediction of Employee Reactions

This study investigates whether perceptions of positive (i.e., beneficial) political behaviors are distinct from those of negative political behaviors and the extent to which positive politics perceptions contribute to the prediction of organizationally relevant employee reactions. Data were drawn from 119 survey respondents. The results indicate that, rather than 2 ends of a continuum of political behavior, positive and negative politics represent separate perceptions both of which are seen to occur for individual, group, and organizational foci. In addition, perceptions of positive politics contribute significantly beyond perceptions of negative politics to the prediction of the 4 outcomes used in this study (satisfaction with one's job, supervision, and coworkers; and fulfillment of one's psychological contract with the organization).