Interpersonal work relationships and emotional reactions in teams: A co-worker dyadic analysis

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Tse, Herman
Lawrence, Sandra
K. Lam, Catherine
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Bruce Gurd

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2010
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189583 bytes

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application/pdf

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Adelaide, Australia

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Abstract

This study develops and tests a model linking leader-member exchange relationships (LMX), social comparison orientation and emotional reactions in co-worker dyads within work teams. Specifically, we examine the moderating role of social comparison orientation on the relationship between co-workers' LMX and their emotional reactions towards each other in different dyads in teams. Results revealed that when individuals' social comparison orientation is high, similar LMX relationships between co-workers and their leader lead the co-workers to experience more positive emotions (e.g., sympathy) and less negative emotions (e.g., contempt) towards each other. When social comparison orientation is low, the similarity or dissimilarity of LMX relationships between co-workers and their leader is unrelated to the interpersonal emotions the co-workers experience towards each other.

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Proceedings of the 24th Annual Australian and New Zealand Academy of Management Conference: Managing for Unknowable Futures

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© 2010 Australian & New Zealand Academy of Management. The attached file is reproduced here in accordance with the copyright policy of the publisher. Please refer to the conference's website for access to the definitive, published version.

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Organisational Behaviour

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