This research examined lay relationship and partner ideals in romantic relationships from both a social-cognitive and an evolutionary perspective. Studies 1 and 2 revealed that the qualities of an ideal partner were represented by 3 factors (partner warmth-trustworthiness, vitality-attractiveness, and status-resources), whereas the qualities of an ideal relationship were represented by 2 factors (relationship intimacy-loyalty and passion). A confirmatory factor analysis in Study 3 replicated these factor structures but found considerable overlap across the partner and relationship dimensions. Studies 4 and 5 produced convergent and discriminant validity evidence for all 5 factors. Study 6 indicated that the higher the consistency between the ideals and related assessments of the current partner and relationship, the more positively the current relationship was evaluated.

This research tested three models of how the relationship evaluation components of satisfaction, commitment, intimacy, trust, passion, and love are structured and cognitively represented. Participants in Study 1 rated their intimate relationships on six previously developed scales that measured each construct and on a new inventory—the Perceived Relationship Quality Components (PRQC) Inventory. As predicted, confirmatory factor analysis revealed that, for both sets of scales, the best-fitting model was one in which the appropriate items loaded reliably on the six first-order factors, which in turn loaded reliably on one second-order factor reflecting overall perceived relationship quality. These results were replicated on a different sample in Study 2 and across sex. Implications and advantages of the PRQC Inventory are discussed.

Leadership behavior has a significant impact on employee behavior, performance and well-being. Extant theory and research on leadership behavior, however, has predominantly focused on employee performance, treating employee well-being (typically measured as job satisfaction) as a secondary outcome variable related to performance, rather than as an important outcome in and of itself. This qualitative state of the science review examines the process by which leadership behavior (i.e., change, relational, task, passive) affects employee well-being. We identify five mediator groupings (social-cognitive, motivational, affective, relational, identification), extend the criterion space for conceptualizing employee well-being (i.e., psychological: hedonic, eudaimonic, negative; and physical), examine the limited evidence for differential processes that underlie the leader behavior-employee well-being relationship and discuss theoretical and methodological problems inherent to the literature.We conclude by proposing a theoretical framework to guide a future research agenda on how, why and when leadership behavior impacts employee well-being.

This paper reports a meta-analysis that examines the relation between Leader-Member Exchange (LMX) relationship quality and a multi-dimensional model of work performance (task, citizenship and counterproductive performance). The results show a positive relationship between LMX and task performance (146 samples, ρ= .30), citizenship performance (97 samples, ρ= .34) and negatively with counterproductive performance (19 samples, ρ= -.24). Of note, there was a positive relationship between LMX and objective task performance (20 samples, ρ = .24). Trust, motivation, empowerment and job satisfaction mediated the relationship between LMX and task and citizenship performance with trust in the leader having the largest effect. There was no difference due to LMX measurement instrument (e.g., LMX7, LMX-MDM). Overall, the relationship between LMX and performance was weaker when (i) measures were obtained from a different source or method and (ii) LMX was measured by the follower than the leader (with common source and method biased effects stronger for leader-rated LMX quality). Finally, there was evidence for LMX leading to task performance but not for reverse or reciprocal directions of effects.

This paper reports a meta‐analysis that examines the relationship between leader–member exchange (LMX) relationship quality and a multidimensional model of work performance (task, citizenship, and counterproductive performance). The results show a positive relationship between LMX and task performance (146 samples, ρ = .30) as well as citizenship performance (97 samples, ρ = .34), and negatively with counterproductive performance (19 samples, ρ = ‒.24). Of note, there was a positive relationship between LMX and objective task performance (20 samples, ρ = .24). Trust, motivation, empowerment, and job satisfaction mediated the relationship between LMX and task and citizenship performance with trust in the leader having the largest effect. There was no difference due to LMX measurement instrument (e.g., LMX7, LMX‐MDM). Overall, the relationship between LMX and performance was weaker when (a) measures were obtained from a different source or method and (b) LMX was measured by the follower than the leader (with common source‐ and method‐biased effects stronger for leader‐rated LMX quality). Finally, there was evidence for LMX leading to task performance but not for reverse or reciprocal directions of effects.

This research examined partner and relationship perceptions and ideal standards in 100 individuals over time, from the 1st to the 12th month of their dating relationships. As expected, the results revealed that (a) individuals evaluated their relationships on both distinct evaluative components and global evaluative dimensions, (b) higher ideal-perception consistency was associated with higher perceived quality of relationships and partners, (c) more positive perceptions of partners and relationships at earlier points in time were associated with more importance being placed on relevant ideals over time but not vice versa, and (d) higher levels of ideal-perception consistency predicted lower rates of relationship dissolution but were mediated through perceptions of relationship quality. These results support the ideal standards model (Fletcher & Simpson, in press). Although there has been considerable research investigating the development of intimate relationships, the study of the very early stages in dating relationships remains uncharted territory. In this research, we tracked 100 participants across the first 3 to 4 months of their dating relationships (with a 1-year follow-up). Our aims were to investigate the functions of partner and relationship ideals and to determine how both are related to current perceptions and evaluations of relationships during the likely turmoil and lability of early relationship development. This study is couched within a social cognitive perspective and is based on the ideal standards model developed by Fletcher, Simpson, and colleagues (Fletcher & Simpson, in press; Fletcher,

Summary According to leader–member exchange (LMX) theory, leaders develop different quality relationships with followers in their team (termed LMX differentiation). An important theoretical question concerns how different LMX relationships within a team affect followers' work outcomes. This paper provides a critical review of the concept of LMX differentiation. We propose that the LMX differentiation process leads to patterns of LMX relationships that can be captured by 3 properties (central tendency, variation, and relative position). We describe a taxonomy illustrating the different ways these properties have been conceptualized and measured. We identify 2 approaches to LMX differentiation as being a “perspective of the team” (that are shared perceptions amongst team members) or a “perspective of the follower” (subjective perceptions unique to each follower). These perspectives lead to different types of measures that predict different outcomes at the individual and team levels. We describe theoretical models employed to explain the effects of LMX differentiation (justice, social comparison, and social identity theories). Generally, the lower the within‐team variation in LMX or the more a team member's LMX is higher than the mean team LMX, the better are the work outcomes, but many moderators condition these effects. Finally, we identify some key areas for future research.

Using a video-review procedure, multiple perceivers carried out mind-reading tasks of multiple targets at different levels of acquaintanceship (50 dating couples, friends of the dating partners, and strangers). As predicted, the authors found that mind-reading accuracy was (a). higher as a function of increased acquaintanceship, (b). relatively unaffected by target effects, (c). influenced by individual differences in perceivers' ability, and (d). higher for female than male perceivers. In addition, superior mind-reading accuracy (for dating couples and friends) was related to higher relationship satisfaction, closeness, and more prior disclosure about the problems discussed, but only under moderating conditions related to sex and relationship length. The authors conclude that the nature of the relationship between the perceiver and the target occupies a pivotal role in determining mind-reading accuracy.