Reciprocity in Manager-Subordinate Relationships: Components, Configurations, and Outcomes

By Mary Uhl‐Bien, J. Maslyn. 2003

406 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/28fb86b73e57258bc7af715d57b6fe53f142c0d0

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Citations in the corpus

A Meta-Analysis of Antecedents and Consequences of Leader-Member Exchange (2012, background): “Work relationships built on social exchange, rather than economic exchange, are characterized by loyalty, commitment, support, and trust (Cropanzano & Mitchell, 2005; Uhl-Bien & Maslyn, 2003).”
The influence of supervisor bottom-line mentality and employee bottom-line mentality on leader-member exchange and subsequent employee performance (2019, background): “It is the social, as opposed to economic or contractual, aspects of the LMX relationship that are the most important for employees in determining whether they have high LMX perceptions (Uhl-Bien and Maslyn, 2003).”
The supervisor POS–LMX–subordinate POS chain: Moderation by reciprocation wariness and supervisor's organizational embodiment (2014, unknown): “Indeed, Uhl-Bien and Maslyn (2003) found that employees’ concern with the mutual interests of themselves and their supervisors promoted both high-quality LMX relationships and POS.”
Leader—Member Exchange as a Moderator of the Relationship Between Work Group Diversity and Team Performance (2009, background): “…norm of reciprocity suggests that individuals experience a sense of obligation to respond in kind and return the treatment they receive from others (Uhl-Bien & Maslyn, 2003; Wayne et al., 2002). applying this principle to LMX, high levels of leader support and guidance exhibited toward a…”
Why and When Leaders’ Affective States Influence Employee Upward Voice (2017, background): “Lowquality LMX relationships are characterized by economic exchange and feature low levels of trust, support, commitment, and loyalty (Cropanzano & Mitchell, 2005; Uhl-Bien & Maslyn, 2003).”
The Influence of Personality Differences Between Subordinates and Supervisors on Perceptions of LMX (2008, background): “…to acknowledge the importance of social exchange and reciprocity as the underlying theoretical foundation of LMX (e.g., McNeely & Meglino, 1994; Schriesheim, Castro, & Cogliser, 1999; Settoon, Bennett, & Liden, 1996; Sparrowe & Liden, 1997; Uhl-Bien & Maslyn, 2003; Wayne, Shore, & Liden, 1997).”
Trust and Leader—Member Exchange (2008, background): “It may be that in today’s organizations, individuals maintain some focus on themselves even in highquality exchange relationships (Uhl-Bien & Maslyn, 2003).”
Not all leader–member exchanges are created equal: Importance of leader relational identity (2010, background): “Similarly, Van Dick et al. (2007) found that leaders' identification with the organization enhanced follower performance.”
The role of leader-member exchange in high turnover work environments (2005, background): “other factors that affect LMX quality such as the role of reciprocity (Uhl-Bien and Maslyn, 2003).”
HR practices, organizational climate and employee outcomes: evaluating social exchange relationships in local government (2007, background): “More recently, Uhl-Bien and Maslyn ( 2003 ) point out that it is possible for negative norms of reciprocity to occur in manager-employee relationships.”