HOW LEADER–MEMBER EXCHANGE INFLUENCES EFFECTIVE WORK BEHAVIORS: SOCIAL EXCHANGE AND INTERNAL–EXTERNAL EFFICACY PERSPECTIVES
研究提出并检验了领导-成员交换影响工作绩效和组织公民行为的整合理论，发现通过社会交换过程增强下属对主管的承诺，以及通过提升下属自我效能和手段效能，两种机制共同发挥作用。
In this article, we propose and test an integrative theory of leader–member exchange (LMX) that extends our understanding of the mechanisms affecting LMX and important organizational outcomes. We argue that LMX enhances job performance and organizational citizenship behaviors (OCBs) through 2 sets of processes. As a result of a social exchange process, high LMX managers encourage reciprocal obligations. These obligations are manifested as subordinate commitment to their supervisors. This commitment, in turn, prompts more OCBs and higher job performance. Through a second process, high LMX supervisors enhance their subordinates’ self‐efficacy and means efficacy, thereby improving job performance. Results of a field study support our predictions. Theoretical and practical implications and directions for future research are discussed.