The purpose of this dissertation is to develop an integrated theoretical model of the simultaneous interplay of social exchange relationships with a supervisor (leader-member exchange: LMX) and fellow team members (team-member exchange: TMX) in organizational contexts. The model extend current theories related to LMX and TMX by integrating ideas from self-determination theory, identity-orientation theory, and a theory of team types to describe how these two relational variables combine to influence work outcomes. In 3 field studies, using longitudinal, multisource data from 815 employees on 111 teams, results show that a substitute effect in which high TMX buffers the negative effects of low-quality LMX on job satisfaction and job performance. Moreover, both a low relational identity and low authority differentiation within the team demonstrate a neutralize effect on the otherwise positive effects of high LMX. In contrast, both a high collective identity and high skill differentiation within the team show a substitute effect on the otherwise negative effects of low TMX.
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