In the shadow of the boss's boss: effects of supervisors' upward exchange relationships on employees.

Dyadic relationships in an organizational hierarchy are often nested within one another. For instance, the relationship between a supervisor and an employee is nested within the relationship between that supervisor and his or her boss. In that context, the authors propose that the supervisor's relationship with his or her boss (leader-leader exchange) moderates the effects of the supervisor's relationship with the employee (leader-member exchange). Specifically, the authors argue that leader-member exchange has a stronger positive effect on employees' attitudes toward the organization and its customers when leader-leader exchange is higher. Cross-level analysis of data from 581 frontline nurses and 29 supervisors in a midwestern hospital supports this contention. Implications for research and practice are discussed.

Episodic processes in emotional labor: perceptions of affective delivery and regulation strategies.

This study examined emotional labor processes from a within-person, episodic framework. The authors hypothesized that the influence of negative emotions on affective delivery would be lessened by regulation strategies for supervisor perceptions but not self-perceptions. In addition, difficulty maintaining display rules was hypothesized to mediate the relation between negative emotions and self-perceptions of affective delivery. Finally, the influence of surface acting strategies on these processes as well as correlations with individual differences was investigated. Hypotheses were tested using ecological momentary assessment of a sample of cheerleading instructors. Results suggest that surface actors can regulate emotions effectively on an episode-to-episode basis but find the episode more difficult. In addition, surface actors exhibit more general tendencies to devalue themselves and experience fewer positive emotions.

Coworker exchange: relationships between coworkers, leader-member exchange, and work attitudes.

The study of leadership exchanges is extended by studying both leader-member exchanges (LMXs) and coworker exchanges (CWXs). Data from 110 coworker dyads were used to examine relationships between LMXs and CWXs and between exchange relationships and work attitudes. As predicted, the interaction between 2 coworkers' LMX scores predicted CWX quality for the coworker dyad. Also, after controlling for LMX, greater diversity in a worker's CWX relationships was negatively related to his or her organizational commitment but not job satisfaction. The quality of a worker's CWX relationships, however, did not moderate the relationship between CWX diversity and work attitudes.

Well-connected leaders: the impact of leaders' social network ties on LMX and members' work attitudes.

We examined the proposition that leaders' social network ties in the larger organization influence the quality of their leader-member exchange (LMX) with their employees, which, in turn, impacts these employees' job satisfaction and turnover intentions. Using multilevel, multisource data from a field study of 184 bank employees nested within 42 branch managers, we found that leaders who had higher quality relationships with their bosses and who were more central in their peer networks were perceived by their subordinates as having greater status in the organization and, therefore, were able to form higher quality relationships with them. Further, the effects of the leaders' perceived status on LMX were stronger when subordinates were less central in their own peer network. Finally, LMX mediated the impact of leaders' perceived status in the organization on subordinates' job satisfaction and turnover intentions. Implications for theory and practice are discussed.