The impetus for this special issue, which focuses on the role of affect in interpersonal work relationships, derives from recent concerns scholars have expressed about one model of interpersonal work relationships, namely, the leader–member exchange (LMX) perspective. In particular, scholars have noted that research on the role of affect in LMX is being impeded because of three factors: (1) limited theoretical frameworks, (2) insufficient research integrating both relationship parties, and (3) a scarcity of studies that adopt a multilevel perspective. In this introductory article, we begin by detailing our reasons for undertaking the special issue and discuss why the three factors hamper research on affect, not only in LMX, but in understanding the nature of interpersonal work relationships in general. We next summarize the eight articles comprising this special issue and examine how each tackles the three issues by either considering alternative theoretical frameworks, incorporating all relational parties, and/or by taking a multilevel approach. Finally, we discuss new perspectives and promising directions for future research endeavors on this topic. It is our intention that this special issue should stimulate further research to explore the dynamic role affect plays in shaping interpersonal work relationships at multiple levels of organizational analysis.