Reciprocity in Manager-Subordinate Relationships: Components, Configurations, and Outcomes

The present study examines both positive and negative norms of reciprocity in managerial work relationships by assessing three components of reciprocal behavior: immediacy, equivalence, and interest motive. The findings show that subordinate reports of immediacy, equivalence, and self-interest were...

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Bibliographic Details
Published in:Journal of management 2003-08, Vol.29 (4), p.511-532
Main Authors: Uhl-Bien, Mary, Maslyn, John M.
Format: Article
Language:English
Subjects:
Managers
Organizational behavior
Professional relationships
Reciprocity
Studies
Subordinates
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Summary:The present study examines both positive and negative norms of reciprocity in managerial work relationships by assessing three components of reciprocal behavior: immediacy, equivalence, and interest motive. The findings show that subordinate reports of immediacy, equivalence, and self-interest were negatively associated, and mutual-interest was positively associated, with relationship quality as reported by both subordinates and managers (other-interest was not significant). These components of reciprocity were also subjected to cluster analysis to identify groupings of reciprocity styles. The results indicate styles reflecting high quality (n = 65), low quality (n = 120), and negative social exchanges (n = 23). Analyses addressing reciprocity configurations and work outcomes showed that the higher quality exchange relationships had higher levels of perceived organizational support and altruism (but not commitment) than the lower and negative exchange groups, while only the negative reciprocity group showed lower levels of performance and conscientiousness as rated by the manager.
ISSN:0149-2063
1557-1211
DOI:10.1016/S0149-2063_03_00023-0