Research Companion to Emotion in Organizations
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Research Companion to Emotion in Organizations

  • New Horizons in Management series

Edited by Neal M. Ashkanasy and Cary L. Cooper

This Companion brings together many leading scholars to address a wide range of topics in 38 chapters, across five levels of organizational analysis – including within-person, between-person (individual differences), relationships, groups, and the organization as a whole. Chapters tackle structure and measurement of emotion, antecedents and consequences of positive and negative emotions, including effects on work satisfaction and performance. The expression, recognition, and regulation of emotion and the propagation of mood and emotion in groups are also dealt with. The Companion explores contemporary issues including leadership, organizational climate and culture, as well as organizational change.
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Chapter 31: The Role of Affect in Vertical and Lateral Exchange Relationships in Teams

Herman H.M. Tse and Neal M. Ashkanasy

Extract

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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