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Employee retaliation: The neglected consequence of poor leader–member exchange relations.
16 references·16 citing·30 second hopsampled
Employee retaliation: The neglected consequence of poor leader–member exchange relations. (2000)Employee retaliation: The neglected conse…Perceived Organizational Support (2017)Perceived Organizational Supp…Exchange and Power in Social Life (2017)Exchange and Power in Social …Stone Age Economics (2012)Stone Age EconomicsRetaliation in the workplace: The roles of distributive, procedural, and interactional justice. (1997)Retaliation in the workplace:…PERCEIVED ORGANIZATIONAL SUPPORT AND LEADER-MEMBER EXCHANGE: A SOCIAL EXCHANGE PERSPECTIVE. (1997)PERCEIVED ORGANIZATIONAL SUPP…Meta-Analytic review of leader-member exchange theory: Correlates and construct issues. (1997)Meta-Analytic review of leade…Relationship-based approach to leadership: Development of leader-member exchange (LMX) theory of leadership over 25 years: Applying a multi-level multi-domain perspective (1995)Relationship-based approach t…Relationship between organizational justice and organizational citizenship behaviors: Do fairness perceptions influence employee citizenship? (1991)Relationship between organiza…Research on Negotiation in Organizations (1990)Research on Negotiation in Or…The Social Psychology of Procedural Justice (1988)The Social Psychology of Proc…Leader-Member Exchange Model of Leadership: A Critique and Further Development (1986)Leader-Member Exchange Model …Organizational citizenship behavior: Its nature and antecedents. (1983)Organizational citizenship be…The Social Psychology of Organizations. (1979)The Social Psychology of Orga…Handbook of Industrial and Organizational Psychology. (1977)Handbook of Industrial and Or…A vertical dyad linkage approach to leadership within formal organizations (1975)A vertical dyad linkage appro…The Norm of Reciprocity: A Preliminary Statement (1960)The Norm of Reciprocity: A Pr…Qualitative Sociology Review (2021)Qualitative Sociology ReviewCronies, procrastinators, and leaders: A conservation of resources perspective on employees’ responses to organizational cronyism (2021)Cronies, procrastinators, and…Ethical entrepreneurial leadership and organizational trust for organizational sustainability (2020)Ethical entrepreneurial leade…Time-related work stress and counterproductive work behavior (2019)Time-related work stress and …The implications of perceived leader favouritism in the context of leader-member exchange relationships (2017)The implications of perceived…Leader–Member Exchange (LMX) and Frontline Employees’ Service-Oriented Organizational Citizenship Behavior in the Foodservice Context: Exploring the Moderating Role of Work Status (2017)Leader–Member Exchange (LMX) …Communicating Leader-Member Relationship Quality (2017)Communicating Leader-Member R…Employee Exit, Voice, Loyalty, and Neglect in Response to Dissatisfying Organizational Situations: It Depends on Supervisory Relationship Quality (2016)Employee Exit, Voice, Loyalty…Leadership, Interpersonal Conflict, and Counterproductive Work Behavior: An Examination of the Stressor–Strain Process (2013)Leadership, Interpersonal Con…Use and misuse of levels of analysis in leadership research: An illustrative review of leader–member exchange (2012)Use and misuse of levels of a…Relations between leader‐subordinate personality similarity and job attitudes (2012)Relations between leader‐subo…Merit Pay Fairness, Leader-Member Exchange, and Job Engagement (2012)Merit Pay Fairness, Leader-Me…A historical perspective of counterproductive work behavior targeting the organization (2012)A historical perspective of c…How leaders stimulate employee learning: A leader–member exchange approach (2009)How leaders stimulate employe…Workplace aggression in teenage part-time employees. (2006)Workplace aggression in teena…Predicting and preventing supervisory workplace aggression. (2006)Predicting and preventing sup…Structural equation modeling in practice: A review and recommended two-step approach. (1988)Comparative fit indexes in structural models. (1990)A META‐ANALYTIC REVIEW OF ATTITUDINAL AND DISPOSITIONAL PREDICTORS OF ORGANIZATIONAL CITIZENSHIP BEHAVIOR (1995)HELPING AND VOICE EXTRA-ROLE BEHAVIORS: EVIDENCE OF CONSTRUCT AND PREDICTIVE VALIDITY. (1998)Job demands, perceptions of effort‐reward fairness and innovative work behaviour (2000)Perceived organizational support. (1986)Perceived organizational support: A review of the literature. (2002)Social Exchange Theory: An Interdisciplinary Review (2005)Signaling Theory: A Review and Assessment (2010)Leadership and Performance beyond Expectations (1987)An Integrative Model Of Organizational Trust (1995)Conservation of Resources in the Organizational Context: The Reality of Resources and Their Consequences (2017)The Evolution of Reciprocal Altruism (1971)Social Capital in the Creation of Human Capital (2000)A Relational Model of Authority in Groups (1992)FOUNDATION FOR A GENERAL STRAIN THEORY OF CRIME AND DELINQUENCY* (1992)CONSEQUENCES OF ABUSIVE SUPERVISION. (2000)The Commitment-Trust Theory of Relationship Marketing (1994)A Theoretical Extension of the Technology Acceptance Model: Four Longitudinal Field Studies (2000)Evaluating the use of exploratory factor analysis in psychological research. (1999)The job demands-resources model of burnout. (2001)Common method biases in behavioral research: A critical review of the literature and recommended remedies. (2003)Self-Reports in Organizational Research: Problems and Prospects (1986)AFFECT- AND COGNITION-BASED TRUST AS FOUNDATIONS FOR INTERPERSONAL COOPERATION IN ORGANIZATIONS. (1995)Self‐determination theory and work motivation (2005)Absorptive Capacity: A New Perspective on Learning and Innovation (1990)PSYCHOLOGICAL CONDITIONS OF PERSONAL ENGAGEMENT AND DISENGAGEMENT AT WORK. (1990)A Dynamic Theory of Organizational Knowledge Creation (1994)A three-component conceptualization of organizational commitment (1991)Not So Different After All: A Cross-Discipline View Of Trust (1998)
this work references cited by second hop· second hop is a sample of the most-cited connections

References

  • 2017Exchange and Power in Social Life15,909 cited
  • 1979The Social Psychology of Organizations.12,235 cited
  • 1960The Norm of Reciprocity: A Preliminary Statement11,995 cited
  • 1977Handbook of Industrial and Organizational Psychology.11,945 cited
  • 1995Relationship-based approach to leadership: Development of leader-member exchange (LMX) theory of leadership over 25 years: Applying a multi-level multi-domain perspective7,286 cited
  • 1988The Social Psychology of Procedural Justice6,583 cited
  • 2017Perceived Organizational Support4,398 cited
  • 1983Organizational citizenship behavior: Its nature and antecedents.3,829 cited
  • 1997PERCEIVED ORGANIZATIONAL SUPPORT AND LEADER-MEMBER EXCHANGE: A SOCIAL EXCHANGE PERSPECTIVE.3,773 cited
  • 1991Relationship between organizational justice and organizational citizenship behaviors: Do fairness perceptions influence employee citizenship?3,420 cited
  • 2012Stone Age Economics3,159 cited
  • 1997Meta-Analytic review of leader-member exchange theory: Correlates and construct issues.3,001 cited
  • 1975A vertical dyad linkage approach to leadership within formal organizations2,886 cited
  • 1997Retaliation in the workplace: The roles of distributive, procedural, and interactional justice.2,288 cited

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1986
Leader-Member Exchange Model of Leadership: A Critique and Further Development
2,009 cited
  • 1990Research on Negotiation in Organizations1,866 cited
  • Cited by

    • 2006Predicting and preventing supervisory workplace aggression.123 cited
    • 2006Workplace aggression in teenage part-time employees.117 cited
    • 2009How leaders stimulate employee learning: A leader–member exchange approach110 cited
    • 2019Time-related work stress and counterproductive work behavior89 cited
    • 2012A historical perspective of counterproductive work behavior targeting the organization89 cited
    • 2013Leadership, Interpersonal Conflict, and Counterproductive Work Behavior: An Examination of the Stressor–Strain Process80 cited
    • 2021Qualitative Sociology Review80 cited
    • 2012Use and misuse of levels of analysis in leadership research: An illustrative review of leader–member exchange71 cited
    • 2012Merit Pay Fairness, Leader-Member Exchange, and Job Engagement56 cited
    • 2017Communicating Leader-Member Relationship Quality54 cited
    • 2016Employee Exit, Voice, Loyalty, and Neglect in Response to Dissatisfying Organizational Situations: It Depends on Supervisory Relationship Quality45 cited
    • 2017Leader–Member Exchange (LMX) and Frontline Employees’ Service-Oriented Organizational Citizenship Behavior in the Foodservice Context: Exploring the Moderating Role of Work Status41 cited
    • 2020Ethical entrepreneurial leadership and organizational trust for organizational sustainability36 cited
    • 2021Cronies, procrastinators, and leaders: A conservation of resources perspective on employees’ responses to organizational cronyism29 cited
    • 2012Relations between leader‐subordinate personality similarity and job attitudes26 cited
    • 2017The implications of perceived leader favouritism in the context of leader-member exchange relationships26 cited