Understanding the currency of reciprocity in high performing employees: How leader-member exchange relationships can drive a performance culture

Abstract

Purpose

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.

Design/methodology/approach

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

Findings

This research paper concerns itself with the relationship between taking-charge behavior, task-oriented leadership behavior, leader-member exchange (LMX) relationships, and employee performance. The results gleaned from the sales team members at pharmaceutical companies revealed that these employees positively take more charge of their performance when they experience higher LMX, which comes from them outperforming their baseline role expectations in the first place. High performance breeds more high performance through the relationship these employees develop with leaders, and through the reciprocity principle. Task-oriented leaders successfully developed LMX-fueled relationships with high performing employees across three identified stages.

Originality/value

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

Citation

(2021), "Understanding the currency of reciprocity in high performing employees: How leader-member exchange relationships can drive a performance culture", Human Resource Management International Digest, Vol. 29 No. 7, pp. 31-32. https://doi.org/10.1108/HRMID-08-2021-0179