The Directional Nature of Organizational Relationships and Their Effect on Individual Performance and Turnover

Abstract

The article identifies how differences in employee relationships with supervisors and co-workers affect employee performance and propensity to leave the organization. The study uses the leader–member exchange (LMX) and co-worker exchange (CWX) perspectives to understand these differences and the social capital theory to identify their impact, resulting in four relationship configurations with varying potential for success and vulnerability in organizations.

Keywords

Individual performance leader–member exchange co-worker exchange social capital theory

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