When does an employee not help coworkers? The effect of leader–member exchange on employee envy and organizational citizenship behavior

You don’t actually want to get closer to the star: How LMX leads to workplace ostracism

“…During this constant comparison process, followers who realize that their LMX relationships are worse than others will feel their mental balance impacted (Kim et al, 2010). Though the formation and maintenance of the LMX relationship is bilateral, the leader is predominant and more importantly, the relationship is relatively stable once established (Maslyn & Uhl-Bien, 2001).…”

“…Given the fact that leaders treat followers differently is universal and followers have an instinct for social comparison, it is inevitable for followers to perceive the differences between their and others' LMX relationships (Kim et al, 2010). Since high-quality LMX relationships always embody a mass of valuable organizational resources (Dienesch & Liden, 1986;Graen & Uhl-Bien, 1995), a member's destiny in the organization hinges largely on the quality of his or her relationship with the leader (Sparrowe & Liden, 2005).…”

The Impact of Organizational Envy on Organizational Climate Created among Employees: An Application in Accommodation Enterprises

“…Vecchio (2005) approached the feeling of envy from the perspective of the envier and the envied and revealed a significant relation between the feeling of envy and leader-member interaction, job satisfaction, service time, and reward systems in the organization. Similarly, Kim, O'Neil and Cho (2010) showed that employees who had lower interaction with their managers, in other words who stayed in outer group in the result of leader-member interaction, had more tendency towards the feeling of envy when compared to the members of the inner group. They also stated that feeling of envy had a mediator role in the relation between leader-member interaction and organizational citizenship behavior.…”

“…The first one is the quantitative studies that focus on the person who envies through social psychology by an individual based perspective and use self-report survey method in which the individual evaluates himself/herself. In this context, the studies of Duffy & Shaw (2000), Schauberk & Lam (2004), Vecchio (1995Vecchio ( , 2000Vecchio ( , 2005, Cohen-Charash & Mueller (2007), Khan & Quaratulain (2009) and Kim, O'Neil & Cho (2010) focused on the existence and outcomes of envy which is triggered by situational factors. Vecchio (2005) approached the feeling of envy from the perspective of the envier and the envied and revealed a significant relation between the feeling of envy and leader-member interaction, job satisfaction, service time, and reward systems in the organization.…”

5 Yıldızlı Otel İşletmelerinde Lider-Üye Etkileşimi ve İşe Yabancılaşma İlişkisi Marmaris ve İstanbul Destinasyonlarında Bir Araştırma

“…Çok yüksek kalitede lider-üye etkileşimine sahip olan işgörenlerde işten ayrılma niyetinin daha çok olduğu bulgusuna ulaşılmıştır. Kim, O'Neill ve Cho (2010) tarafından otel işletmelerinde çalışanların lider-üye etkileşimi, kıskançlık ve örgütsel vatandaşlık davranışı incelendiği çalışmada; düşük kalitede lider-üye etkileşimine sahip olan çalışanların aynı yönetici ile yüksek kalitede lider-üye etkileşimine sahip olan çalışanlara oranla daha yüksek kıskançlık düzeyine sahip olduğu ve bu durumun örgütsel vatandaşlık davranışı içerisinde yer alan iş arkadaşlarına yardım anlayışını düşürdüğü sonucuna ulaşılmıştır. Bolat'ın (2011b) Ankara'da bulunan 5 yıldızlı otel işletmelerinde, lider-üye etkileşimi kalitesinin tükenmişlik ile ilişkisini araştırdığı çalışmada; lider-üye etkileşim kalitesinin işgörenlerin tükenmişlik düzeylerini etkilediği sonucuna ulaşılmıştır.…”