Afota Marie-Colombe, Ollier-Malaterre Ariane, Vandenberghe Christian
Université de Montréal, Canada.
Université du Québec à Montréal, Canada.
Organ Psychol Rev. 2024 Nov;14(4):519-541. doi: 10.1177/20413866241269739. Epub 2024 Aug 9.
Confusion persists about the overlap between high-quality leader-member exchange (LMX) relationships and personal friendships between a leader and a subordinate. How these notions differ, shift from one to the other, and what their consequences are remain unclear. This paper proposes a framework that examines the fundamental differences between high LMX relationships and friendships. We argue that when high LMX relationships shift toward friendships, they in fact shift toward , where the leader and the subordinate concomitantly enact two distinct roles, worker and friend. These blended friendships are qualitatively different from high LMX and from friendships. We detail the process by which blended friendship develops in the context of high LMX relationships and identify the key variables and mechanisms that drive the emergence of such blended friendships. We then examine how subordinates' well-being, job engagement, performance, and turnover may simultaneously benefit and suffer from their involvement in a blended friendship.
对于高质量的领导-成员交换（LMX）关系与领导者和下属之间的个人友谊之间的重叠，人们仍然存在困惑。这些概念如何不同、如何相互转变以及它们的后果是什么，仍然不清楚。本文提出了一个框架，用于审视高LMX关系与友谊之间的根本差异。我们认为，当高LMX关系转向友谊时，它们实际上转向了混合友谊，即领导者和下属同时扮演两个不同的角色，工作者和朋友。这些混合友谊在性质上不同于高LMX关系和友谊。我们详细阐述了在高LMX关系背景下混合友谊发展的过程，并确定了推动此类混合友谊出现的关键变量和机制。然后，我们研究下属的幸福感、工作投入度、绩效和离职率如何可能同时因参与混合友谊而受益和受损。
