Hostname: page-component-76fb5796d-2lccl Total loading time: 0 Render date: 2024-04-26T09:52:36.264Z Has data issue: false hasContentIssue false
  • English
  • Français

It's not all just tit-for-tat: the impact of relational identification on subordinate's attitudes and interpersonal citizenship behavior

Published online by Cambridge University Press:  19 January 2022

David M. Sluss Open the ORCID record for David M. Sluss [Opens in a new window] ,
Danielle Cooper ,
Daniel L. Morrell  and
Bryant S. Thompson
David M. Sluss*
Affiliation:
ESSEC Business School, Cergy, France
Danielle Cooper
Affiliation:
Department of Management, College of Business, University of North Texas, Denton, Texas, USA
Daniel L. Morrell
Affiliation:
Department of Management and Marketing, Jennings A. Jones College of Business, Middle Tennessee State University, Murfreesboro, Tennessee, USA
Bryant S. Thompson
Affiliation:
Goddard School of Business & Economics, Weber State University, Ogden, Utah, USA
*
Author for correspondence: David M. Sluss, E-mail: david.sluss@essec.edu
Get access Rights & Permissions [Opens in a new window]

Abstract

We explore how relational identification (RI) complements the influence of relational exchange within work role-relationships. In two temporally-lagged studies, we examine the contribution of RI, after accounting for relational exchange quality (REQ), in predicting organizationally-relevant behaviors and attitudes – namely, (1) interpersonal citizenship behaviors (ICBs; person-focused and task-focused), (2) job satisfaction, and (3) affective organizational commitment. Across samples of ‘non-professional’ (N = 152) and ‘professional’ (N = 197) employees, we found that RI (after accounting for REQ) significantly predicted outcomes. Indeed, we found RI to be the only predictor (after accounting for REQ) with affective commitment (‘non-professional’ sample only), person-focused ICBs (both samples), and task-focused ICBs (both samples). We discuss potential approaches for better specifying both identification and exchange as well as their unique and interactive effects within work role-relationships as well as managerial implications, limitations, and future research directions.

Keywords

Leadershiprelational identificationsocial exchangework relationships
Type
Research Article
Information
Journal of Management & Organization , First View , pp. 1 - 25
Copyright
Copyright © Cambridge University Press and Australian and New Zealand Academy of Management 2022

Access options

Get access to the full version of this content by using one of the access options below. (Log in options will check for institutional or personal access. Content may require purchase if you do not have access.)

References

Allen, T., Barnard, S., Rush, M., & Russell, J. (2000). Ratings of organizational citizenship behavior: Does the source make a difference? Human Resource Management Review, 10, 97–114.CrossRefGoogle Scholar
Allen, T. D., Eby, L. T., Chao, G. T., & Bauer, T. N. (2017). Taking stock of two relational aspects of organizational life: Tracing the history and shaping the future of socialization and mentoring research. Journal of Applied Psychology, 102(3), 324.CrossRefGoogle ScholarPubMed
Aron, A., & Aron, E. (2000). Self-expansion motivation and including other in the self. In Ickes, W. & Duck, S. (Eds.), The social psychology of personal relationships (pp. 109–128). Chichester, England: Wiley.Google Scholar
Ashforth, B. E. (2001). Role transitions in organizational life: An identity-based perspective. Mahwah, NJ: Lawrence Erlbaum Associates Publishers.Google Scholar
Ashforth, B. E., Harrison, S. H., & Corley, K. G. (2008). Identification in organizations: An examination of four fundamental questions. Journal of Management, 34, 325–374.CrossRefGoogle Scholar
Ashforth, B. E., & Mael, F. (1989). Social identity theory and the organization. Academy of Management Review, 14, 20–39.CrossRefGoogle Scholar
Ashforth, B. E., & Sluss, D. M. (2006). Relational identities in organizations: Healthy versus unhealthy. In Kyriakidou, L. & Ozbilgin, M. (Eds.), Relational perspectives in organization studies (pp. 8–27). Cheltenham, UK: Edward Elgar.Google Scholar
Baard, P., Deci, E. L., & Ryan, R. M. (2004). Intrinsic need satisfaction: A motivational basis of performance and well-being two work settings. Journal of Applied Social Psychology, 34, 2045–2068.CrossRefGoogle Scholar
Babalola, S. S. (2016). The effect of leadership style, job satisfaction and employee-supervisor relationship on job performance and organizational commitment. Journal of Applied Business Research (JABR), 32(3), 935–946.CrossRefGoogle Scholar
Baldwin, M. W. (1995). Relational schemas and cognition in close relationships. Journal of Social and Personal Relationships, 12(4), 547–552.CrossRefGoogle Scholar
Bass, B. M., & Avolio, B. J. (1994). Improving organizational effectiveness through transformational leadership. Thousand Oaks, CA: Sage Publications.Google Scholar
Bauer, T. N., & Green, S. G. (1996). Development of leader-member exchange: A longitudinal test. Academy of Management Journal, 39, 1538–1567.Google Scholar
Becker, T. E. (2005). Potential problems in the statistical control of variables in organizational research: A qualitative analysis with recommendations. Organizational Research Methods, 8, 274–289.CrossRefGoogle Scholar
Bednar, J. S., Galvin, B. M., Ashforth, B. E., & Hafermalz, E. (2020). Putting identification in motion: A dynamic view of organizational identification. Organization Science, 31(1), 200–222.CrossRefGoogle Scholar
Bergeron, D. M. (2007). The potential paradox of organizational citizenship behavior: Good citizens at what cost? Academy of Management Review, 32, 1078–1095.CrossRefGoogle Scholar
Bernerth, J. B., Armenakis, A. A., Feild, H. S., Giles, W. F., & Walker, H. J. (2007). Leader-member social exchange (LMSX): Development and validation of a scale. Journal of Organizational Behavior, 28, 979–1003.CrossRefGoogle Scholar
Blau, P. M. (1964). Exchange and power in social life. New York: Wiley.Google Scholar
Bollen, K. A. (1989). Structural equations with latent variables. New York: Wiley.CrossRefGoogle Scholar
Brewer, M. B., & Gardner, W. (1996). Who is this ‘we’?: Levels of collective identity and self-representations. Journal of Personality and Social Psychology, 71, 83–93.CrossRefGoogle Scholar
Brickson, S. (2000). The impact of identity orientation on individual and organizational outcomes in demographically diverse settings. Academy of Management Review, 25, 82–101.CrossRefGoogle Scholar
Brief, A. P. (1998). Attitudes in and around organizations. Thousand Oaks, CA: Sage.Google Scholar
Bullis, C., & Bach, B. W. (1989). Socialization turning points: An examination of change in organizational identification. Western Journal of Speech Communication, 53, 273–293.CrossRefGoogle Scholar
Cammann, C., Fichman, M., Jenkins, G. D. Jr., & Klesh, J. R. (1983). Assessing the attitudes and perceptions of organizational members. New York: John Wiley.Google Scholar
Carmeli, A., Atwater, L., & Levi, A. (2011). How leadership enhances employees’ knowledge sharing: The intervening roles of relational and organizational identification. The Journal of Technology Transfer, 36, 257–274.CrossRefGoogle Scholar
Chen, Z. X., Tsui, A. S., & Farh, J. L. (2002). Loyalty to supervisor vs. organizational commitment: Relationships to employee performance in China. Journal of Occupational and Organizational Psychology, 75, 339–356.CrossRefGoogle Scholar
Choi, J. (2008). Event justice perceptions and employees’ reactions: Perceptions of social entity justice as a moderator. Journal of Applied Psychology, 93, 513–528.CrossRefGoogle ScholarPubMed
Clark, M. S., & Mills, J. (1979). Interpersonal attraction in exchange and communal relationships. Journal of Personality and Social Psychology, 37, 12–24.CrossRefGoogle Scholar
Clark, M. S., Mills, J., & Powell, M. C. (1986). Keeping track of needs in communal and exchange relationships. Journal of Personality and Social Psychology, 51, 333–338.CrossRefGoogle ScholarPubMed
Cooper, D., & Thatcher, S. M. (2010). Identification in organizations: The role of self-concept orientations and identification motives. Academy of Management Review, 35(4), 516–538.Google Scholar
Cropanzano, R., Anthony, E. L., Daniels, S. R., & Hall, A. V. (2017). Social exchange theory: A critical review with theoretical remedies. Academy of Management Annals, 11(1), 479–516.CrossRefGoogle Scholar
Cross, S. E., Bacon, P. L., & Morris, M. L. (2000). The relational-interdependent self-construal and relationships. Journal of Personality and Social Psychology, 78, 791–808.CrossRefGoogle ScholarPubMed
de Cremer, D., Mayer, D. M., van Dijke, M., Schouten, B. C., & Bardes, M. (2009). When does self-sacrificial leadership motivate prosocial behavior? It depends on followers' prevention focus. Journal of Applied Psychology, 94, 887–899.CrossRefGoogle ScholarPubMed
de Jong, S., van der Vegt, G., & Molleman, E. (2007). The relationships among asymmetry in task dependence, perceived helping behavior, and trust. Journal of Applied Psychology, 92, 1625–1637.CrossRefGoogle ScholarPubMed
Dierdorff, E. C., & Rubin, R. S. (2007). Carelessness and discriminability in work role requirement judgments: Influences of role ambiguity and cognitive complexity. Personnel Psychology, 60, 597–625.CrossRefGoogle Scholar
Dutton, J. E., & Ragins, B. R. (Eds.). (2007). Exploring positive relationships at work: Building a theoretical and research foundation. Mahway, NJ: Psychology Press.Google Scholar
Epitropaki, O., Kark, R., Mainemelis, C., & Lord, R. G. (2017). Leadership and followership identity processes: A multilevel review. Leadership Quarterly, 28, 104–129.CrossRefGoogle Scholar
Epitropaki, O., & Martin, R. (2005). From ideal to real: A longitudinal study of the role of implicit leadership theories on leader-member exchanges and employee outcomes. Journal of Applied Psychology, 90, 659–676.CrossRefGoogle ScholarPubMed
Ferris, G. R., Liden, R. C., Munyon, T. P., Summers, J. K., Basik, K. J., & Buckley, M. R. (2009). Relationships at work: Toward a multidimensional conceptualization of dyadic work relationships. Journal of Management, 35, 1379–1403.CrossRefGoogle Scholar
Flynn, F. J. (2005). Identity orientations and forms of social exchange in organizations. Academy of Management Review, 30, 737–750.CrossRefGoogle Scholar
Gersick, C. J. G., Bartunek, J. M., & Dutton, J. E. (2000). Learning from academia: The importance of relationships in professional life. Academy of Management Journal, 43, 1026–1044.Google Scholar
Gerstner, C. R., & Day, D. V. (1997). Meta-analytic review of leader-member exchange theory: Correlates and construct issues. Journal of Applied Psychology, 82, 827–844.CrossRefGoogle Scholar
Glomb, T. M., & Welsh, E. T. (2005). Can opposites attract? Personality heterogeneity in supervisor-subordinate dyads as a predictor of subordinate outcomes. Journal of Applied Psychology, 90, 749–757.CrossRefGoogle ScholarPubMed
Goodman, J., & Blum, T. (1996). Assessing the non-random sampling effects of subject attrition in longitudinal research. Journal of Management, 22, 627–652.CrossRefGoogle Scholar
Gouldner, A. W. (1960). The norm of reciprocity: A preliminary statement. American Sociological Review, 25, 161–178.CrossRefGoogle Scholar
Graen, G. B., Novak, M. A., & Sommerkamp, P. (1982). The effects of leader-member exchange and job design on productivity and satisfaction: Testing a dual attachment model. Organizational Behavior and Human Performance, 30, 109–131.CrossRefGoogle Scholar
Graen, G. B., & Uhl-Bien, M. (1995). Relationship-based approach to leadership: Development of leader-member exchange (LMX) theory of leadership over 25 years: Applying a multi-level multi-domain perspective. The Leadership Quarterly, 6, 219–247.CrossRefGoogle Scholar
Grant, A. M. (2013). Give and take: A revolutionary approach to success. New York, NY: Penguin.Google Scholar
Grant, A. M., Dutton, J. E., & Rosso, B. D. (2008). Giving commitment: Employee support programs and the prosocial sensemaking process. Academy of Management Journal, 51, 898–918.CrossRefGoogle Scholar
Grant, A. M., & Mayer, D. M. (2009). Good soldiers and good actors: Prosocial and impression management motives as interactive predictors of affiliative citizenship behaviors. Journal of Applied Psychology, 94, 900–912.CrossRefGoogle ScholarPubMed
Hill, L. A. (2007). Becoming the boss. Harvard Business Review, 85(1), 48–56.Google ScholarPubMed
Hogg, M. A., Martin, R., Epitropaki, O., Mankad, A., Svensson, A., & Weeden, K. (2005). Effective leadership in salient groups: Revisiting leader-member exchange theory from the perspective of the social identity theory of leadership. Personality and Social Psychology Bulletin, 31, 991–1004.CrossRefGoogle ScholarPubMed
Hom, P. W., Tsui, A. S., Lee, T. W., Ping Ping, F., Wu, J. B., Zhang, A. Y. (2009). Explaining employment relationships with social exchange and job embeddedness. Journal of Applied Psychology, 94, 277–297.CrossRefGoogle ScholarPubMed
Hu, L. T., & Bentler, P. M. (1999). Cutoff criteria for fit indexes in covariance structure analysis: Conventional criteria versus new alternatives. Structural Equation Modeling, 6, 1–55.CrossRefGoogle Scholar
Hu, J., & Judge, T. A. (2017). Leader–team complementarity: Exploring the interactive effects of leader personality traits and team power distance values on team processes and performance. Journal of Applied Psychology, 102(6), 935–955.CrossRefGoogle Scholar
Ibarra, H. (1999). Provisional selves: Experimenting with image and identity in professional adaptation. Administrative Science Quarterly, 44, 764–791.CrossRefGoogle Scholar
Ilies, R., Nahrgang, J. D., & Morgeson, F. P. (2007). Leader-member exchange and citizenship behaviors: A meta-analysis. Journal of Applied Psychology, 92, 269–277.CrossRefGoogle ScholarPubMed
Jackson, D. L., Gillaspy, J. A. Jr., & Purc-Stephenson, R. (2009). Reporting practices in confirmatory factor analysis: An overview and some recommendations. Psychological Methods, 14, 6–23.CrossRefGoogle ScholarPubMed
Johnson, R. E., & Chang, C. H. (2006). “I” is to continuance as “We” is to affective: The relevance of the self-concept for organizational commitment. Journal of Organizational Behavior, 27(5), 549–570.CrossRefGoogle Scholar
Joreskog, K. G., & Sorbom, D. (1993). LISREL 8: Structural equation modeling with the SIMPLIS command language. Chicago: Scientific International Software.Google Scholar
Kamdar, D., & Van Dyne, L. (2007). The joint effects of personality and workplace social exchange relationships in predicting task performance and citizenship performance. Journal of Applied Psychology, 92, 1286–1298.CrossRefGoogle ScholarPubMed
Katz, D., & Kahn, R. L. (1978). The social psychology of organizations. New York: Wiley.Google Scholar
Kivetz, Y., & Tyler, T. R. (2007). Tomorrow I'll be me: The effect of time perspective on the activation of idealistic versus pragmatic selves. Organizational Behavior and Human Decision Processes, 102, 193–211.CrossRefGoogle Scholar
Kline, R. B. (2005). Principles and practice of structural equation modeling (2nd ed). New York: Guilford Press.Google Scholar
Klotz, A. C., He, W., Yam, K. C., Bolino, M. C., Wei, W., & Houston, L. III (2018). Good actors but bad apples: Deviant consequences of daily impression management at work. Journal of Applied Psychology, 103(10), 1145.CrossRefGoogle ScholarPubMed
Kossek, E. E., Pichler, S., Bodner, T., & Hammer, L. B. (2011). Workplace social support and work–family conflict: A meta-analysis clarifying the influence of general and work–family-specific supervisor and organizational support. Personnel Psychology, 64(2), 289–313.CrossRefGoogle ScholarPubMed
Leavitt, K., & Sluss, D. M. (2015). Lying for who we are: An identity-based model of workplace dishonesty. Academy of Management Review, 40, 587–610.CrossRefGoogle Scholar
Liang, T. L., Chang, H. F., Ko, M. H., & Lin, C. W. (2017). Transformational leadership and employee voices in the hospitality industry. International Journal of Contemporary Hospitality Management, 29(1), 374–392.CrossRefGoogle Scholar
Liao, H., & Rupp, D. E. (2005). The impact of justice climate and justice orientation on work outcomes: A cross-level multifoci framework. Journal of Applied Psychology, 90(2), 242–256.CrossRefGoogle ScholarPubMed
Lin, W., Wang, L., Bamberger, P. A., Zhang, Q., Wang, H., Guo, W., … Zhang, T. (2016). Leading future orientations for current effectiveness: The role of engagement and supervisor coaching in linking future work self salience to job performance. Journal of Vocational Behavior, 92, 145–156.CrossRefGoogle Scholar
Locke, E. A. (1976). The nature and causes of job satisfaction. In Dunnette, M. D. (Ed.), Handbook of industrial and organizational psychology (pp. 1297–1349). Chicago: Rand McNally.Google Scholar
Lord, R. G., & Brown, D. J. (2004). Leadership processes and follower self-identity. Mahwah, NJ: Erlbaum.Google Scholar
Lord, R. G., Brown, D. J., & Freiberg, S. J. (1999). Understanding the dynamics of leadership: The role of follower self-concepts in the leader/follower relationship. Organizational Behavior and Human Process Decision Processes, 78, 167–203.CrossRefGoogle ScholarPubMed
Lux, A., Grover, S., & Teo, S. (2019). Reframing commitment in authentic leadership: Untangling relationship-outcome processes. Journal of Management & Organization, Advanced Online Publication.CrossRefGoogle Scholar
Mael, F., & Ashforth, B. E. (1992). Alumni and their alma mater: A partial test of the reformulated model of organizational identification. Journal of Organizational Behavior, 13, 103–123.CrossRefGoogle Scholar
Mao, H., Hsieh, A., & Chen, C. (2012). The relationship between workplace friendship and perceived job significance. Journal of Management and Organization, 18, 247–262.CrossRefGoogle Scholar
Marique, G., Stinglhamber, F., Desmette, D., & Goldoni, E. (2014). The relationship between workgroup identification and organizational identification: The moderating role of perceived similarities between targets. Journal of Management and Organization, 20, 485–507.CrossRefGoogle Scholar
Markus, H. R., & Wurf, E. (1987). The dynamic self-concept: A social-psychological perspective. Annual Review of Psychology, 38, 299–337.CrossRefGoogle Scholar
Marstand, A. F., Epitropaki, O., van Knippenberg, D., & Martin, R. (2020). Leader and organizational identification and organizational citizenship behaviors: Examining cross-lagged relationships and the moderating role of collective identity orientation. Human Relations, 74, 1716–1745.CrossRefGoogle Scholar
Maslyn, J. M., & Uhl-Bien, M. (2001). Leader-member exchange and its dimensions: Effects of self-effort and other's effort on relationship quality. Journal of Applied Psychology, 86, 697–708.CrossRefGoogle ScholarPubMed
Masterson, S. S., Lewis, K., Goldman, B. M., & Taylor, M. S. (2000). Integrating justice and social exchange: The differing effects of fair procedures and treatment on work relationships. Academy of Management Journal, 43, 738–748.Google Scholar
Mayer, R. C., & Gavin, M. B. (2005). Trust in management and performance: Who minds the shop while the employees watch the boss? Academy of Management Journal, 48, 874–888.CrossRefGoogle Scholar
Medsker, G. J., Williams, L. J., & Holahan, P. J. (1994). A review of current practices for evaluating causal models in organizational behavior and human resources management research. Journal of Management, 20, 439–464.CrossRefGoogle Scholar
Meyer, J. P., & Allen, N. J. (1990). Affective and continuance commitment to the organization: Evaluation of measures and analysis of concurrent and time-lagged relations. Journal of Applied Psychology, 75, 710–720.CrossRefGoogle Scholar
Meyer, J. P., & Allen, N. J. (1997). Commitment in the workplace: Theory, research, and application. Thousand Oaks, CA: Sage.Google Scholar
Nahrgang, J. D., Morgeson, F. P., & Ilies, R. (2009). The development of leader-member exchanges: Exploring how personality and performance influence leader and member relationships over time. Organizational Behavior and Human Decision Processes, 108, 256–266.CrossRefGoogle Scholar
Neves, P. (2012). Organizational cynicism: Spillover effects on supervisor–subordinate relationships and performance. The Leadership Quarterly, 23(5), 965–976.CrossRefGoogle Scholar
O'Brien, K. E., & Allen, T. D. (2008). The relative importance of correlates of organizational citizenship behavior and counterproductive work behavior using multiple sources of data. Human Performance, 21, 62–88.CrossRefGoogle Scholar
Ocampo, L., Acedillo, V., Bacunador, A. M., Balo, C. C., Lagdameo, Y. J., & Tupa, N. S. (2018). A historical review of the development of organizational citizenship behavior (OCB) and its implications for the twenty-first century. Personnel Review, 47, 821–862.CrossRefGoogle Scholar
Parker, S. (1998). Enhancing role breadth self-efficacy: The roles of job enrichment and other organizational interventions. Journal of Applied Psychology, 83, 835–852.CrossRefGoogle ScholarPubMed
Podsakoff, P. M., MacKenzie, S. B., Lee, J., & Podsakoff, N. P. (2003). Common method biases in behavioral research: A critical review of the literature and recommended remedies. Journal of Applied Psychology, 88, 879–903.CrossRefGoogle ScholarPubMed
Podsakoff, N. P., Whiting, S. W., Podsakoff, P. M., & Blume, B. D. (2009). Individual- and organizational-level consequences of organizational citizenship behaviors: A meta-analysis. Journal of Applied Psychology, 94, 122–141.CrossRefGoogle ScholarPubMed
Pratt, M. G. (1998). To be or not to be? Central questions in organizational identification. In Whetten, D. A. & Godfrey, P. C. (Eds.), Identity in organizations: Building theory through conversations (pp. 171–207). Thousand Oaks, CA: Sage.CrossRefGoogle Scholar
Qu, R., Janssen, O., & Shi, K. (2015). Transformational leadership and follower creativity: The mediating role of follower relational identification and the moderating role of leader creativity expectations. The Leadership Quarterly, 26, 286–299.CrossRefGoogle Scholar
Raabe, B., & Beehr, T. A. (2003). Formal mentoring versus supervisor and coworker relationships: Differences in perceptions and impact. Journal of Organizational Behavior, 24, 271–293.CrossRefGoogle Scholar
Rath, T. (2006). Vital friends. New York: Gallup Press.Google Scholar
Rusbult, C. E., & van Lange, P. A. M. (2003). Interdependence, interaction and relationships. Annual Review of Psychology, 54, 351–375.CrossRefGoogle ScholarPubMed
Scott, B. A., Colquitt, J. A., & Zapata-Phelan, C. P. (2007). Justice as a dependent variable: Subordinate charisma as a predictor of interpersonal and informational justice perceptions. Journal of Applied Psychology, 92, 1597–1609.CrossRefGoogle ScholarPubMed
Settoon, R., & Mossholder, K. (2002). Relationship quality and relationship context as antecedents of person-and task-focused interpersonal citizenship behavior. Journal of Applied Psychology, 87, 255–267.CrossRefGoogle ScholarPubMed
Shah, J. (2003). Automatic for the people: How representations of significant others implicitly affect goal pursuit. Journal of Personality and Social Psychology, 84, 661–681.CrossRefGoogle ScholarPubMed
Shalley, C. E., Gilson, L. L., & Blum, T. C. (2009). Interactive effects of growth need strength, work context, and job complexity on self-reported creative performance. Academy of Management Journal, 52, 489–505.CrossRefGoogle Scholar
Shen, Y., Chou, W. J., & Schaubroeck, J. M. (2019). The roles of relational identification and workgroup cultural values in linking authoritarian leadership to employee performance. European Journal of Work and Organizational Psychology, 28, 498–509.CrossRefGoogle Scholar
Sias, P. M. (2009). Organizing relationships: Traditional and emerging perspectives on workplace relationships. Los Angeles: Sage.Google Scholar
Sluss, D. M. (2020). Stepping into a leadership role? Be ready to tell your story. Harvard Business Review, April 16, 2020. www.hbr.org/2020/04/stepping-into-a-leadership-role-be-ready-to-tell-your-story.Google Scholar
Sluss, D. M. (2006). Generalizing relational identification to and from organizational identification (Publication No. 3210216) [Doctoral dissertation, Arizona State University]. ProQuest Dissertations Publishing.Google Scholar
Sluss, D. M., & Ashforth, B. E. (2007). Relational identity and identification: Defining ourselves through work relationships. Academy of Management Review, 32, 9–32.CrossRefGoogle Scholar
Sluss, D. M., & Ashforth, B. E. (2008). How relational and organizational identification converge: Processes and conditions. Organization Science, 19, 807–823.CrossRefGoogle Scholar
Sluss, D. M., Ployhart, R. E., Cobb, M. G., & Ashforth, B. E. (2012). Generalizing newcomer's relational and collective identifications: Processes and prototypicality. Academy of Management Journal, 55, 949–975.CrossRefGoogle Scholar
SPSS Inc (2008). AMOS 17.0 (computer software). Chicago: SPSS Inc.Google Scholar
Stinglhamber, F., & Vandenberghe, C. (2003). Organizations and supervisors as sources of support and targets of commitment: A longitudinal study. Journal of Organizational Behavior, 24, 251–271.CrossRefGoogle Scholar
Stryker, S., & Burke, P. J. (2000). The past, present, and future of an identity theory. Social Psychology Quarterly, 63, 284–297.CrossRefGoogle Scholar
Szulc, J. M. (2020). Beyond quid pro quo: Good soldiers and characteristics of their helping behaviours. Personnel Review, 50, 560–574.CrossRefGoogle Scholar
Tajfel, H., & Turner, J. C. (1986). The social identity theory of intergroup behavior. In Worchel, S. & Austin, W. G. (Eds.), Psychology of intergroup relations (2nd ed., pp. 7–24). Chicago: Nelson-Hall.Google Scholar
Thompson, B. S., & Korsgaard, M. A. (2019). Relational identification and forgiveness: Facilitating relationship resilience. Journal of Business and Psychology, 34, 153–167.CrossRefGoogle Scholar
Thompson, B. S., & Simkins, T. J. (2017). Self-oriented forgiveness and other-oriented forgiveness: Shaping high-quality exchange relationships. Journal of Management and Organization, 5, 741–765.CrossRefGoogle Scholar
Topal, C. (2015). A relational perspective of institutional work. Journal of Management and Organization, 21, 495–514.CrossRefGoogle Scholar
Tsai, C. Y., Dionne, S. D., Wang, A. C., Spain, S. M., Yammarino, F. J., & Cheng, B. S. (2017). Effects of relational schema congruence on leader-member exchange. The Leadership Quarterly, 28(2), 268–284.CrossRefGoogle Scholar
Vandenberg, R. J., Lance, C. E., & Taylor, S. C. (2005). A latent variable approach to rating source equivalence: Who should provide ratings on organizational citizenship behavior dimension? In Turnipseed, D. L. (Ed.), Handbook of organizational citizenship behavior: A review of “good soldier” activity in organizations (pp. 109–141). New York: Nova Science Publishers.Google Scholar
Vandenberghe, C., Bentein, K., & Panaccio, A. (2017). Affective commitment to organizations and supervisors and turnover: A role theory perspective. Journal of Management, 43(7), 2090–2117.CrossRefGoogle Scholar
van der Vegt, G., Bunderson, J., & Oosterhof, A. (2006). Expertness diversity and interpersonal helping in teams: Why those who need the most help end up getting the least. Academy of Management Journal, 49, 877–893.CrossRefGoogle Scholar
Van Dyne, L., Kamdar, D., & Joireman, J. (2008). In-role perceptions buffer the negative impact of low LMX on helping and enhance the positive impact of high LMX on voice. Journal of Applied Psychology, 93(6), 1195–1207.CrossRefGoogle ScholarPubMed
Van Dyne, L., & LePine, J. A. (1998). Helping and voice extra-role behaviors: Evidence of construct and predictive validity. Academy of Management Journal, 41, 108–119.Google Scholar
Walumbwa, F. O., & Hartnell, C. A. (2011). Understanding transformational leadership–employee performance links: The role of relational identification and self-efficacy. Journal of Occupational and Organizational Psychology, 84(1), 153–172.CrossRefGoogle Scholar
Wayne, S. J., Shore, L. M., & Liden, R. C. (1997). Perceived organizational support and leader-member exchange: A social exchange perspective. Academy of Management Journal, 40, 82–111.Google Scholar
Williamson, O. E. (1985). The economic institutions of capitalism. New York: Free Press.Google Scholar
Wilson, K. S., Sin, H. P., & Conlon, D. E. (2010). What about the leader in leader-member exchange? The impact of resource exchanges and substitutability on the leader. Academy of Management Review, 35, 358–372.Google Scholar
Wrzesniewski, A., McCauley, C. R., Rozin, P., & Schwartz, B. (1997). Jobs, careers, and callings: People's relations to their work. Journal of Research in Personality, 31, 21–33.CrossRefGoogle Scholar
Yoshida, D. T., Sendjaya, S., Hirst, G., & Cooper, B. (2014). Does servant leadership foster creativity and innovation? A multi-level mediation study of identification and prototypicality. Journal of Business Research, 67, 1395–1404.CrossRefGoogle Scholar
Zaccaro, S. J., Foti, R. J., & Kenny, D. A. (1991). Self-monitoring and trait-based variance in leadership: An investigation of leader flexibility across multiple group situations. Journal of Applied Psychology, 76, 308–315.CrossRefGoogle Scholar
Zhou, X., & Schriesheim, C. (2009). Supervisor–subordinate convergence in descriptions of leader–member exchange (LMX) quality: Review and testable propositions. Leadership Quarterly, 20, 920–932.CrossRefGoogle Scholar
Zhu, W., He, H., Treviño, L. K., Chao, M. M., & Wang, W. (2015). Ethical leadership and follower voice and performance: The role of follower identifications and entity morality beliefs. The Leadership Quarterly, 26(5), 702–718.CrossRefGoogle Scholar