Social exchange theory in leadership research: A problematizing review
Open accessAbstract
Leadership scholars frequently use social exchange theory to explain leader-follower relations and the influence of leadership behaviors and styles. Yet, the richness of social exchange theory often contrasts with how it is applied in leadership research. Thus, our problematizing review interrogates how leadership research has operationalized social exchange theory and what has been lost in the process. We surfaced six assumptions that structure how leadership research applies the theory: exchange is defined as transactional, unidirectional and leader-initiated, static, inferred through indirect proxies, enacted by identity-neutral actors, and decontextualized. We show how these assumptions depart from social exchange theory’s original emphasis on emergent reciprocity, negotiated power, and structural embeddedness. Building on this critique, we propose a future research agenda that reconnects leadership research with social exchange theory’s sociological roots, which positions exchange as a dynamic, emergent, and uncertain process influenced by individual identities, negotiated through social interactions, and structured by organizational and cultural contexts.
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- Authors
- Madison, K., Eva, N., De Cieri, H., & Goh, Z.
- Affiliations
- Australian National University (AU)
- Monash University (AU)
- Corresponding author
- Madison, Karryna
- Venue
- The Leadership Quarterly
- Publisher
- Elsevier BV
- Published
- 2025-12
- Volume
- 36
- Issue
- 6
- Pages
- 101924
- ISSN
- 1048-9843 (ISSN-L)
- OpenAlex
- W4416408539
- Cited by
- 22
- References
- 120
- Citations by year
- 2026: 21 · 2025: 1
- FWCI
- 38.33
- Type
- journal article
- Language
- en
- Open access
- hybrid
- doi.org
- Licence
- Locations
- The Leadership Quarterly (publishedVersion, cc-by)
- Monash University Research Portal (Monash University) (submittedVersion, cc-by)
- ANU Open Research (Australian National University) (submittedVersion)
- Topics
- Social Sciences › Sociology and Political Science › Social Power and Status Dynamics
- Social Sciences › Business, Management and Accounting › Organizational Behavior and Human Resource Management › Job Satisfaction and Organizational Behavior
- Social Sciences › Business, Management and Accounting › Strategy and Management › Leadership and Management in Organizations
- Keywords
- social exchange theory, leadership research, leader-follower relationships, reciprocity, structural embeddedness, transactional exchange, identity, organizational context, cultural context, leadership behavior, leadership styles
About these checks
Registry, retraction, Cites and statistics results are computed, not judged, with one exception: a printed reference that no index lists is read once by a model before it counts as a citation error. Claims are extracted by a model and kept only when their quote appears verbatim in the text; each cited source is then checked, with a model’s help, for whether it says what the claim relies on. Those verdicts can be wrong — read the claim’s quote and the cited source before relying on one.
Statistics and arithmetic are recomputed, not judged.
Confidence bands are shown only for fields calibrated on our annotated test set. None is calibrated yet, so no band is shown.
What counts as a claim ›How we measure confidence ›How we check this ›
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