A multi-level analysis of team climate and interpersonal exchange relationships at work

Abstract

This paper seeks to advance research on interpersonal exchange relationships between supervisors, subordinates, and coworkers at work by integrating social exchange, workplace friendship, and climate research to develop a multi-level model. We tested the model using hierarchical linear modeling (HLM) with data obtained from a sample of 215 manager-employee dyads working in 36 teams. At the individual level, leader-member exchange (LMX) was found to be related to workplace friendship. Further, workplace friendship was positively related to team-member exchange (TMX) and mediated the LMX-TMX relationship. At the team level, HLM results indicated that the relationship between LMX and workplace friendship was moderated by affective climate. These findings suggest that high-quality LMX relationships are associated with enhanced workplace friendship between employees, especially when the affective climate is strong.

Explaining factors affecting individual innovation: The case of producer group members in Thailand

“…While all predictors were measured based on a 5-point Likert scale response, the criteria variables (group members' innovation) were measured based on a "yes" or "no" response. We aggregated constructive culture and knowledge management as a group-level variable, which helped reduce the potential for spurious results based on individual-level observed variance (Tse, Dasborough, & Ashkanasy, 2008). In addition, we also conducted EFA by including all items from all of the constructs in this study into an analysis and found seven factors emerging.…”

The importance of context when applying social cognitive theory in organizations

“…Although some workplace friendships can have adverse effects (see Litwin and Hallstein 2007), empirical research suggests that co-worker friendships can have favourable outcomes for both employees and organizations (Berman et al 2002;Sias 2005;Tse et al 2008). In a study comparing team processes of co-workers who were friends and co-workers who were acquaintances, Jehn and Shah (1997) found that friendship teams generally were more communicative, cooperative, and encouraging than acquaintance teams.…”

Individual and Group Level Antecedents of Team-Member Exchange (TMX) and its Associated Outcomes

“…The latter has been referred to as team-member exchange (TMX). In a comprehensive qualitative and quantitative study, Tse & Dasborough (2008) [131] have explained the development of team member relationships in terms of…”

“…Team-member affect is mainly specified in a team context and can be defined as an individual team member"s own affect in relation to their team member exchanges. In a team context, emotional responses of team members reflect the current interactions between team members, which will pave the way for future team member relationship development (Tse & Dasborough, 2008) [131]. Positive affect is associated with increased team member commitment and satisfaction.…”

“…In a recent study, Anderson and West (2002) [5] have shown that teamwork has increased commitment, efforts loyalty and innovativeness of employees, but they have also argued that a supportive team climate is needed to determine success. Teams are recognized as the "building block" of organizations (Brooks, 1993 [131]; Vennix, 1996) [136]. Team refers to small number of people with complementary skills who are committed to a common purpose or performance goals, and approach for which they hold themselves mutually accountable (Katzenbach & Smith, 1993) [70].…”