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dc.contributor.authorLan, Junbang
dc.contributor.authorHuo, Yuanyuan
dc.contributor.authorCai, Zhenyao
dc.contributor.authorWong, Chi‐Sum
dc.contributor.authorChen, Ziguang
dc.contributor.authorLam, Wing
dc.date.accessioned2020-08-27T09:06:02Z
dc.date.available2020-08-27T09:06:02Z
dc.date.issued2020-04-14
dc.identifier.citationLan, J., Huo, Y., Cai, Z., Wong, C.S., Chen, Z. and Lam, W., (2020). 'Uncovering the impact of triadic relationships within a team on job performance: an application of balance theory in predicting feedback‐seeking behaviour'. Journal of Occupational and Organizational Psychology, 93(3), pp. 654-686.en_US
dc.identifier.issn0963-1798
dc.identifier.doi10.1111/joop.12310
dc.identifier.urihttp://hdl.handle.net/10545/625127
dc.description.abstractAlthough a great deal of knowledge has accumulated about dyadic relationships (i.e., leader–member exchange (LMX) or team–member exchange (TMX)) within a team, employee behaviours that involve triadic relationships among focal employees, leaders, and teammates have seldom been investigated. Using balance theory, which describes triadic relationships from a power dependence perspective, in the current study, we explore how the interplay of LMX, TMX, and peers’ LMX jointly impacts employees’ feedback‐seeking behaviour (FSB) and subsequent job performance. By conducting a multilevel moderated polynomial regression on three‐wave, multi‐source data from 147 team members and their leaders (from 45 work teams), we found that the incongruence between LMX and TMX facilitates FSB when peers’ LMX or task interdependence is high. We also found an asymmetrical incongruence effect concerning the way in which individuals are more likely to seek feedback when LMX is worse than TMX, compared with when LMX is better than TMX. This differential effect is stronger when peers’ LMX or task interdependence is high. The interplay of LMX, TMX, peers’ LMX, and task interdependence eventually has an indirect effect on job performance through FSB. The results from a follow‐up study of 270 employees from 77 teams further confirm our predictions about the mechanism of balance theory. Specifically, the results indicate that when peers’ LMX is high, the incongruence between LMX and TMX decreases employees’ psychological safety.en_US
dc.description.sponsorshipResearch Grant Council of the Hong Kong Special Administrative Region, China (GRF no. 15504217)en_US
dc.language.isoenen_US
dc.publisherWileyen_US
dc.relation.urlhttps://onlinelibrary.wiley.com/doi/epdf/10.1111/joop.12310en_US
dc.relation.urlhttp://epubs.surrey.ac.uk/id/eprint/853939en_US
dc.rights.urihttp://onlinelibrary.wiley.com/termsAndConditions#vor
dc.subjectFeedback-seeking behavioren_US
dc.subjectLeader-member exchange (LMX)en_US
dc.titleUncovering the impact of triadic relationships within a team on job performance: an application of balance theory in predicting feedback‐seeking behaviouren_US
dc.typeArticleen_US
dc.identifier.eissn2044-8325
dc.contributor.departmentSun Yat‐sen University, Chinaen_US
dc.contributor.departmentUniversity of Surreyen_US
dc.contributor.departmentShanghai University, Chinaen_US
dc.contributor.departmentUniversity of Technology Sydney, New South Wales, Australiaen_US
dc.contributor.departmentThe Chinese University of Hong Kong, Chinaen_US
dc.contributor.departmentUniversity of Derbyen_US
dc.contributor.departmentUniversity of Manchesteren_US
dc.contributor.departmentHong Kong Polytechnic University, Chinaen_US
dc.identifier.journalJournal of Occupational and Organizational Psychologyen_US
dc.identifier.pii10.1111/joop.12310
dc.source.journaltitleJournal of Occupational and Organizational Psychology
dc.source.volume93
dc.source.issue3
dc.source.beginpage654
dc.source.endpage686
dcterms.dateAccepted2019-02-28
dc.author.detail300773en_US


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