Understanding the currency of reciprocity in high performing employees: How leader-member exchange relationships can drive a performance culture
Human Resource Management International Digest
ISSN: 0967-0734
Article publication date: 30 August 2021
Issue publication date: 22 October 2021
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.
Keywords
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
Publisher
:Emerald Publishing Limited
Copyright © 2021, Emerald Publishing Limited