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

Srivastava, Urmila Rani; Singh, Vandana

doi:10.17722/ijme.v5i1.197

Cited by 2 publications

(2 citation statements)

References 44 publications

(59 reference statements)

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“…Horizontal relationships complement vertical relationships in facilitating proactive performance. Coworkers may offer socio-emotional and informational resources that are useful to proactive behaviors [ 20 , 55 , 56 ]. Indeed, Vough et al [ 21 ] noted that individuals interact with and rely on others in many ways to accomplish their proactive goals, suggesting that interpersonal interactions may facilitate proactive performance.…”

Section: Introductionmentioning

confidence: 99%

“…Task Interdependence as a Moderator of TMX . As argued by Srivastava and Singh [ 56 ], “the importance of team-member exchange quality is greater in work situations in which success is contingent upon strong social exchange relationships between team members” [p. 2]. On one hand, perceived embeddedness in a group has been identified as a boundary condition of the collective wellbeing–performance relationship [ 70 ].…”

Section: Introductionmentioning

confidence: 99%

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How and When Does Psychological Wellbeing Contribute to Proactive Performance? The Role of Social Resources and Job Characteristics

Boudrias

Montani

Vandenberghe

2021

IJERPH

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Are psychologically healthy employees more proactive at work? Surprisingly, responses to this question are lacking as empirical research has overlooked the wellbeing–proactive performance relationship. Drawing insights from the conservation of resources theory and the motivational fit perspective, this study proposes that leader-member exchange and team-member exchange act as social resources that convey the benefits of psychological wellbeing to subsequent proactive performance. Moreover, job complexity and task interdependence—two job characteristics that enhance the motivational potential of social resources—are expected to amplify these positive indirect relationships. Data from a three-wave, time-lagged study conducted among employees (N = 318) from French-Canadian organizations were used to test our hypothesized model. The results indicated that leader-member exchange mediated a positive relationship between wellbeing and proactive performance and that the contribution of wellbeing to proactive performance via leader-member exchange was increased when job complexity was higher. We also found a negative indirect relationship between wellbeing and proactive performance via team-member exchange when team interdependence was lower. Theoretical and practical implications of this research are discussed.

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