Relationships at Work: Toward a Multidimensional Conceptualization of Dyadic Work Relationships

By Gerald R. Ferris, R. Liden, Timothy P. Munyon, J. Summers, Kevin J. Basik, M. Buckley. 2009

365 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/20b58843d329e5aea9ebc36487a2c07f400b9533

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In Organizational Behavior and Human Resource Management

Citations in the corpus

A Meta-Analysis of Antecedents and Consequences of Leader-Member Exchange (2012, background): “…the essence of their experience in organizations is tempered by immediate leaders, who have been shown to be instrumental in the socialization (Ferris et al., 2009; Liden et al., 1993), motivation (Scandura et al., 1986), mentoring (Scandura & Schriesheim, 1994), and support (Settoon,…”
Unravelling the antecedents of loneliness in the workplace (2020, background): “Work and employment can often be the primary vehicle to satisfy those relational needs (Ferris et al., 2009).”
The Impact of Servant Leadership on Hotel Employees’ “Servant Behavior” (2013, background): “Accordingly, followers enjoy greater autonomy and discretion in their jobs and are more capable of fulfilling their roles (Ferris et al. 2009; van Dierendonck 2011).”
Modelling job crafting behaviours: Implications for work engagement (2016, background): “Our study responds to the call for research on organizational phenomena from an interpersonal, dyadic approach (Ferris et al., 2009).”
“I Identify with Her,” “I Identify with Him”: Unpacking the Dynamics of Personal Identification in Organizations (2016, background): “Accordingly,wedefineaclose relationshipat work as a relationship that is perceived as intimate and mutual, characterized by factors such as high levels of trust, responsiveness, self-disclosure, and loyalty and low levels of instrumentality (Ferris et al., 2009; Kram & Isabella, 1985; Sias & Cahill,”
Relationship Quality and Virtuousness (2013, background): “However, expressed emotions are rarely addressed in our measures of relational quality at work, such as leader–member exchange, mentoring, trust, or social network analysis (see Ferris et al., 2009).”
Untangling the Networking Phenomenon (2015, methodology): “First, drawing from existing networking and relationships research (Ferris et al., 2009; Wolff & Moser, 2009), we propose that network relationships exist at three stages: initiation, growth, and maintenance.”
When managers become leaders: The role of manager network centralities, social power, and followers' perception of leadership (2017, background): “One feature commonly associated with leaders is influence, or social power (Hinkin & Schriesheim, 1989), and therefore a manager’s level of informal social power may play a role in determining leadership in the eyes of followers (Ferris et al., 2009).”
To Invest or Not? The Role of Coworker Support and Trust in Daily Reciprocal Gain Spirals of Helping Behavior (2015, background): “The specification of a daily coworker-based reciprocal investment process marks the second extension of COR theory that we make in our study, as we clarify the time-based boundary conditions of the theory (Ferris et al., 2009).”
The servant leadership advantage: When perceiving low differentiation in leader-member relationship quality influences team cohesion, team task performance and service OCB (2017, background): “Given the considerable importance of the relationship between leaders and followers (Ferris et al., 2009), employees naturally tend to observe and use social comparison information on the quality of treatment received from their authority figures.”
Navigating uneven terrain : the roles of political skill and LMX differentiation in prediction of work relationship quality and work outcomes. (2016, background): “Results showed that in conditions of low perceived LMX differentiation, political skill did not exhibit an indirect effect on self-rated task performance (b = -.03, 95% bias-corrected CI [-.18, .01]) or job satisfaction (b = -.01, 95% bias-corrected CI [-.44, .35]) via LMX.”
Narcissism and Leadership: A Meta-Analytic Review of Linear and Nonlinear Relationships (2015, neutral): “research should explore the different dyadic relationships that develop between narcissistic leaders and their subordinates, integrating interpersonal theories such as leader–member exchange (Ferris et al., 2009).”