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States with Right-to-Work (RTW) law coverage have increased since 2012, with union membership decreasing. In such states, employees in union-represented positions cannot be required to be union members and/or pay dues, even though the union must still legally represent them. While union member retention in RTW states provides new challenges for unions, it has not been extensively studied. The purpose of this paper is to extend the literature by testing a model of intent to remain a union member in an RTW context using union loyalty as a mediator.

The model is based on how different types of exchanges shape intentions to remain a union member. To test the hypotheses, a sample of 475 members was used where an RTW law was about to be implemented in a Midwestern American state.

Union loyalty mediated the relationships between social and ideological exchanges with the union and employee intent to remain a union member and similarly mediated the organization–employee exchanges. Economic exchanges with the union were not a significant predictor in the full model.

This study extends the employment-relations literature by helping us better understand member intent triggered by RTW laws. Insights are provided for both unions and organizations to better manage their relationships with employees.

This study advanced the employee-relations literature by providing a more holistic theoretically based understanding of how unions may retain members by using multiple forms of exchange, often studied separately in previous literature of member–union relationships.

Relying on the principles of the social exchange theory, the current study is aimed at investigating the impact of team-member exchange relationships (TMX) among school management team (SMT) members on school outcomes (organizational citizenship behavior [OCB], job satisfaction and innovation) via the mediating role of leader-member exchange (LMX) relationships between principals and SMTs.

Data were collected from multiple sources in 86 elementary and junior high schools to avoid one-source bias: 86 principals, 357 SMT members and 683 schoolteachers who were not members of the management teams.

The results revealed a positive relationship between TMX and teachers' job satisfaction and OCB, but no significant link between TMX and innovation. LMX partially mediated the relationship between TMX and OCB and between TMX and teachers' job satisfaction. Full mediation was found in TMX-innovation relationship.

The findings carry a message for school principals and policymakers regarding the importance of developing and maintaining high-quality horizontal and vertical exchange relationships among the SMT members for their positive influence on school outcomes.

To the best of the authors' knowledge, this is the first study to examine the link between TMX and LMX as a team phenomenon, and specifically in the educational setting. The finding that there is a positive link between the two constructs may imply that SMTs contribute to school success not only directly by exhibiting high-quality TMX but also indirectly through the high-quality LMX.

The purpose of this paper is to identify a number of limitations of the theory on leader‐member exchange (LMX). This paper aims to argue that under certain conditions high quality LMX can be dysfunctional. It proceeds to identify the antecedents and outcomes of dysfunctional LMX.

This paper examines the theory on LMX and justice to identify the conditions that lead to dysfunctional LMX and its consequences.

A review of the extant literature indicates that favouritism by the leader and the reliance on impression management by followers can lead to dysfunctional LMX. This can then lead to negative reactions from group members and undermine work group cohesiveness.

This paper points to new directions for research in LMX. It highlights the need to recognize that under certain conditions high quality LMX can be perceived as unfairness.

Managers need to recognize issues needing their attention in developing quality exchange with their subordinates. Failure to address these issues can undermine work group performance.

This study contributes to the debate on the role of LMX. Specifically, it attempts to add to the discussion in the emerging literature on dysfunctional LMX.

Leader-member exchange (LMX) generally refers to the leadership process centered on the interactions between leaders and direct reports. The basic premise of high quality leader-member exchange relationships holds that direct reports gain tremendous benefits through these partnerships. LMX is perhaps the most commonly researched theory of leadership. However, few studies have specifically examined the role of dyad members’ sex as a predictor of quality LMX. Several studies investigating the role of dyad members’ sex and quality LMX examined the effect of sex in an aggregated variable, demographic similarity, which often included other demographic characteristics such as age, education level and race, yielding mixed results. This article’s purpose is to (a) review the evolution of leader-member exchange theory, (b) examine literature regarding potential effects of sex of dyad members on quality leader-member exchanges, and (c) discuss implications and future research concerning the role of dyad members’ sex and leader-member exchanges.

As organizations increasingly rely on teams to provide high levels of customer service, one's understanding and research methods related to teams must expand so that multiple hierarchical levels of an organization are analyzed effectively. This study aims to propose and test a model examining multi‐level team relationships.

Survey data from customer contact teams in a banking setting were analyzed using hierarchical linear modeling (HLM), a method appropriate for investigating individual and group level variables within an organization.

Results indicate that team‐member exchange, a group‐level variable, is positively associated with employee performance and organizational citizenship behavior (OCB), and explained variance in outcomes above and beyond that explained by the individual‐level relationship between the supervisor and subordinate.

Analyzing both individual‐ and group‐level variables through HLM explicates team processes and outcomes. While this study examines the banking environment, certainly, teams are an area fertile for additional study in a variety of industries.

The results provide support for the importance of team development and training as organizations increasingly use teams to provide critical customer service. Attention to the employee‐manager relationship and team member interactions will improve performance.

The paper extends understanding of important team member outcomes in an environment that increasingly relies upon teamwork to serve customers. It examines team‐member exchange and its effects on employee performance and OCB in the context of customer contact teams. Additionally, investigates leader‐member exchange in the context of team‐member exchange, a relationship that provides a more robust understanding of team processes.

In today's knowledge-based economy, the ability to produce highly novel and practical ideas is critical to an organization's survival. This paper draws upon social perspectives of creativity (Perry-Smith & Shalley, 2003) and the vital role of recombinant information in creative development (Barron & Harrington, 1981; Hargadon, 2003) to explore information exchange probabilities; exchanges among group members who are deep-level similar fosters incremental creative potential while information exchanges among group members who are deep-level dissimilar fosters radical creative potential. The dynamics of attraction suggest group members are most likely to interact with people who are least likely to facilitate radical creativity. Using a computer simulation we examine how proximity may be used to facilitate information exchanges among deep-level diverse group members to increase the potential for radical creativity. Results suggest the use of proximity to create strong ties among deep-level dissimilar group members may facilitate radical creativity in groups.

To examine whether the New York Stock Exchange (NYSE) in its recent rule changes has provided the appropriate separation between its supervisory authority and the management of the Exchange.

Describes the regulatory and governance structure proposed by the NYSE in connection with its public offering; discusses policy objections the security industry has made to the proposal, reviews responses by the NYSE and the Securities and Exchange Commission (SEC) to those objections; and discusses what steps might be on the horizon to better rationalize the regulatory and business side of the new for‐profit NYSE.

The NYSE's proposal should provide for regulatory consolidation with the NASD. The proposal heightens the conflict between a for‐profit exchange and its regulatory function. The proposal governance structure ignores the fact that NYSE LLC is the Exchange and has plenary authority over NYSE regulation. The proposal does not provide fair representation for members. The proposal does not provide appropriate treatment of market data.

Provides a comprehensive view of recent changes to the NYSE's regulatory and governance structure and issues raised by the securities industry in response to those changes.

In this chapter we examine various human resource management (HRM) implications involved in the leadership of fluid teams. Leadership of fluid teams, which are distinguished by their dynamic composition, requires consideration of issues that may not be as pertinent for stable teams. In particular, we focus on the concept of familiarity. Composing and leading teams with members exhibiting varying degrees of familiarity with one another creates obstacles to effective and efficient functioning and may ultimately lead to poor performance. With this in mind, leaders must pay particular attention to issues of coordination, and composition such that a broad range of generalizable teamwork skills exists within the team. Within this chapter, we explain the concepts of fluid teams, team leadership within fluid teams, and other relevant concepts related to the formation of familiarity. Next, we thoroughly review extant empirical and theoretical research within these areas. We identify areas of correspondence among the various concepts and findings of the reviewed studies and generate an integrated model of fluid team leadership. To conclude, we highlight the distinct HRM implications associated with the use, and leadership, of fluid teams.

The purpose of this paper is to examine the relationship between the styles of conflict management and the quality of dyadic exchanges between leader and follower, controlling for age, gender, education, and organizational tenure.

The methodology was quantitative and incorporated the Rahim Organizational Conflict Inventory‐II and Leader‐Member Exchange Version 7 survey instruments.

There were significant findings with respect to quality of dyadic relationship and use of conflict management styles. The lower the dyadic relationship quality, the more moderating styles are introduced into the relationship.

The limitations of the study were: participants were selected by the vice president of human resources for this international company and were limited to current US employees; the study was limited to one company, thereby limiting the ability to generalize study findings; and the study focused on correlational data, and made no attempt to address the cause and effect issues related to conflict, conflict management, leader‐member exchange, or leadership.

The value of this study is its original contribution to the research literature, as no previous studies which incorporated both conflict management and leader‐follower relationship quality could be found during the exhaustive literature review.

While technological advances have been changing the way that services are delivered to customers, direct interaction between banks’ front-line staff and customers still holds its distinct position in the banking sector. This research investigates the relationship between interactional justice and the willingness of commercial banks’ front-line staff to engage in customer-centric behaviors, as well as the mediators behind this relationship.

This research combined both qualitative and quantitative research methods. In-depth interviews were employed to explore the potential mechanisms underlying the relationship between interactional justice and customer-centric behavior and to develop the specific measurement scale for customer-centric behavior in the banking service context. A survey was conducted to test the conceptual model using a sample of 312 customer contact employees working in Vietnamese commercial banks.

The research results indicate that interactional justice significantly enhances employees’ willingness to engage in customer-centric behaviors, and this relationship is partially mediated by overall job satisfaction and the leader-member exchange relationship.

This research faces several limitations. The first limitation concerns the fact that the data are based on self-reports, which might lead to common method biases. Second, this study used a sample drawn from the North of Vietnam only. Third, this study adopted a limited set of measurement items due to the concerns of model parsimony and data collection efficiency. Fourth, we followed prior justice work to assume the linear relationship between interactional justice and leader-member exchange, in which the leader-member exchange is hypothesized to be the outcome of fair treatment (Erdogan and Liden, 2006; Masterson et al., 2000). Last, we only considered how leaders treat their followers through the lens of interactional justice, while interactional justice differentiation has also been affirmed as a crucial determinant of leader-member exchange and employees’ performance.

This research is noteworthy that it is the first to take a social exchange perspective to examine customer-oriented behavior as an outcome of interpersonal interactions in the workplace. Accordingly, it delivers a key message to bank supervisors: “Treat employees the way you want your customers to be treated.”