Edited by Neal M. Ashkanasy and Cary L. Cooper
Chapter 31: The Role of Affect in Vertical and Lateral Exchange Relationships in Teams
31 The role of aﬀect in vertical and lateral exchange relationships in teams Herman H.M. Tse and Neal M. Ashkanasy* Introduction Past research suggests that there is ongoing reciprocity between individuals, their supervisors and co-workers at work (George, 2000, 2002), and this social interaction evokes diﬀerent kinds of emotions within the individuals. This involves individuals with diﬀerent aﬀect to interact with each other, and this in turn, triggers and transfers emotions within the interpersonal exchange process (Barsade, 2002). Recent research has demonstrated that aﬀect may play an important role in leader–member (LMX) and team–member exchange (TMX) relationships due to increased proximity and frequency of interactions in teams (see Ashkanasy, 2003; Tse et al., 2005; Dasborough, 2006). Given that the implications of aﬀect for LMX and TMX relationship development are signiﬁcant, it is arguable that aﬀect can be studied in an integrated context, linking both types of exchange relationships together. Little attention, however, has been directed to exploring the underlying role of aﬀect in exchange processes between supervisors, subordinates and coworkers in teams. LMX theory advocates that leaders develop diﬀerentiated relationships with subordinates within work teams (Dansereau et al., 1975). TMX refers to the exchange relationship quality between an individual and his/her team members (Seers, 1989; Seers et al., 1995). Research has shown that both LMX and TMX relate to employees’ work attitudes and behaviors (e.g., Graen & Uhl-Bien, 1995; Gerstner & Day, 1997; Liden et al., 2000). The research ﬁndings...
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