Transformational-transactional leadership and upward influence: the role of Relative Leader-Member Exchanges (RLMX) and Perceived Organizational Support (POS)

By O. Epitropaki, Robin Martin. 2013

157 citations recorded by the source corpus.

By utilizing the resource theory of social exchange (Foa & Foa, 1974), we attempted to cast light on the dynamics of the relationship between transformational-transactional leadership and employees' upward influence tactics. Using data collected in two time points (N=200, 1. year apart), we found perceptions of transformational leadership (Time 1) to be positively related to the use of soft and rational upward influence tactics (Time 2) whereas transactional leadership (Time 1) was positively related to the use of soft and hard upward influence tactics (Time 2). We also found support for a 3-way interaction between transformational-transactional leadership, relative Leader Member Exchanges (RLMX) and Perceived Organizational Support (POS) on employees' upward influence tactics. Specifically, in resource-constrained conditions (low RLMX and low POS), employees were likely to use soft tactics to influence a manager they perceived as transformational to a greater extent than in resource-munificent conditions. They were also likely to employ higher levels of soft and hard tactics to influence a transactional manager in resource-constrained rather than in resource-munificent conditions.

Subfields: Demography, Organizational Behavior and Human Resource Management, Social Psychology

View Paper: https://www.semanticscholar.org/paper/17072b11d8aafda7b041c132e88cabcadfd2f0bc

How researchers see this paper

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In Demography

1. Yuosre F. Badir
2. Bilal Afsar

In Organizational Behavior and Human Resource Management

1. Yuosre F. Badir
2. Bilal Bin Saeed
3. Shakir Hafeez
4. Bilal Afsar

In Social Psychology

1. Bilal Bin Saeed
2. Shakir Hafeez
3. Yuosre F. Badir
4. Bilal Afsar

Citations in the corpus

• Transformational and transactional leadership and employee’s entrepreneurial behavior in knowledge–intensive industries (2017, background): “In transactional leadership, managers and followers meet to exchange valued outcomes by clarifying roles and expectations, and both are rewarded on the basis of desired contributions and performance (Epitropaki & Martin, 2013).”