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Vertical dyad linkage: A longitudinal assessment of antecedents, measures, and consequences.
0 references·16 citing·48 second hop
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  • 2002The Workplace Social Exchange Network291 cited
  • 2021Changes in workplace practices during the COVID-19 pandemic: the roles of emotion, psychological safety and organisation support219 cited
  • 1995Relational demography: The missing link in vertical dyad linkage.174 cited
  • 2017Is Leader–Member Exchange Differentiation Beneficial or Detrimental for Group Effectiveness? A Meta-Analytic Investigation and Theoretical Integration148 cited
  • 2007The influence of work‐family culture and workplace relationships on work interference with family: a multilevel model145 cited
  • 2013When my supervisor dislikes you more than me: The effect of dissimilarity in leader–member exchange on coworkers’ interpersonal emotion and perceived help.141 cited
  • 2011Relative leader–member exchange, negative affectivity and social identification: A moderated-mediation examination133 cited
  • 1990Vertical Exchanges and Organizational Commitments of American Business Managers127 cited
  • 2007Conscientiousness and contextual performance125 cited
  • 2010The relationship between leadership styles and organizational commitment in Malaysia: role of leader–member exchange121 cited
  • 1989ATTRIBUTIONS AND EXCHANGES: THE EFFECTS OF INTERPERSONAL FACTORS ON THE DIAGNOSIS OF EMPLOYEE PERFORMANCE.121 cited
  • 2010Relationships Between Leadership and Followers’ Quitting Intentions and Job Search Behaviors110 cited

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  • 2009The X-factor: On the relevance of implicit leadership and followership theories for leader–member exchange agreement110 cited
  • 2013What makes leadership, leadership? Using self-expansion theory to integrate traditional and contemporary approaches110 cited
  • 2007Leader‐member exchange and attitudinal outcomes: role of procedural justice climate108 cited
  • 1999Work relations as a precursor to a psychological climate for change108 cited