Team networks and team identification: The role of leader-member exchange

• KeXin Guan

  Fourth Military Medical University

• ZhengXue Luo

  Fourth Military Medical University

• JiaXi Peng

  Fourth Millitary Medical University

• Zhen Wang

  Renmin University of China

• HaiTing Sun

  Fourth Millitary Medical University

• Chun Qiu

  Fourth Millitary Medical University

We examined the relationship among team networks, leader–member exchange (LMX), and team identification in the workplace. Social network theory, social exchange theory, and social identity theory served as references for our theoretical propositions and analyses. We collected data from a sample of 223 teams of military personnel, serving in the artillery in West China. We found that the team networks had a significant effect on team identification. Further, the variance and the mean for LMX in teams interacted in influencing team identification (β =-.893, p < .01). Our findings indicated that creating productive networks in teams would be useful to enhance team identification, the effect of which may be carried on through to building exchange relationships between leader and follower.

1. KeXin Guan, Fourth Military Medical University
   Department of  Medical Psychology
2. ZhengXue Luo, Fourth Military Medical University
   Department of Psychology
3. JiaXi Peng, Fourth Millitary Medical University
   Department of Medical Psychology
4. Zhen Wang, Renmin University of China
   School of Labor and Human Resources
5. HaiTing Sun, Fourth Millitary Medical University
   Department of Medical Psychology
6. Chun Qiu, Fourth Millitary Medical University
   Department of Medical Psychology

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