A multilevel analysis of team climate and interpersonal exchange relationships at work

By Herman H. M. Tse, M. Dasborough, Neal M. Ashkanasy. 2008

300 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Social Psychology

View Paper: https://www.semanticscholar.org/paper/e8fbb4eba748e1f99c974fcc95bd2c8cbd2671ae

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In Organizational Behavior and Human Resource Management

In Social Psychology

Citations in the corpus

Organizational Culture, Change and Emotions: A Qualitative Study (2009, background): “The emotional aspects of the organization’s culture have been termed affective culture (Barsade and Gibson, 2007), emotional culture (Zembylas, 2006) and affective climate (Tse et al., 2008).”
What does team–member exchange bring to the party? A meta‐analytic review of team and leader social exchange (2014, background): “Only one study examined LMX from the perspective of the leader instead of the follower (e.g., Tse et al., 2008).”
Ethical Leadership and Team Ethical Voice and Citizenship Behavior in the Military: The Roles of Team Moral Efficacy and Ethical Climate (2020, result): “In line with this view, several studies have provided evidence for the moderating role of various work climates in the relationship between leader behaviors and work outcomes (e.g., A. S. Y. Chen & Hou, 2016; Hui et al., 2007; Porter & McLaughlin, 2006; Tse et al., 2008; P. Wang & Rode, 2010).”
Transformational leadership climate: Performance linkages, mechanisms, and boundary conditions at the organizational level (2011, background): “Various previous studies have operationalized trust at higher levels of analysis, including the organizational level (e.g., Currall & Inkpen, 2002; Dasborough et al., 2009; Lau & Lam 2008; McEvily, Perrone, & Zaheer, 2003; Tse et al., 2008).”
Ethical leadership and job performance in China: : The roles of workplace friendships and traditionality (2013, background): “Research provides evidence that leader–member exchanges and affective climate can promote workplace friendships (Tse et al., 2008).”
Affect and leader-member exchange in the new millennium: A state-of-art review and guiding framework (2017, methodology): “This theory addresses the specific role played by affect in the social exchange process between leaders and followers (see Barsade, 2002; Tse et al., 2008; Tse & Ashkanasy, 2008).”
Strengthening the Tie: Creating Exchange Relationships That Encourage Employee Advocacy as an Organizational Citizenship Behavior (2018, background): “Thus, various organizational conditions and leadership behaviors influence the development of quality workplace relationships (Nahrgang et al., 2009; Tse et al., 2008).”
A TRICKLE-DOWN MODEL OF ABUSIVE SUPERVISION (2012, background): “For example, Tse et al. (2008) examined affective climate as a moderator of the relationship between leader–member exchange and workplace friendship and argued that a high affective climate should strengthen the effects of leadership because “employees seek guidelines from their environment to…”