英语翻译Social exchange theory states that in a high-quality exchange,parties provide valuable assets to each other (Blau,1964).Given that leaders differ in what they can provide to their subordinates,the differential ability of leaders to supply

英语翻译Social exchange theory states that in a high-quality exchange,parties provide valuable assets to each other (Blau,1964).Given that leaders differ in what they can provide to their subordinates,the differential ability of leaders to supply
英语翻译
Social exchange theory states that in a high-quality exchange,parties provide valuable assets to each other (Blau,1964).Given that leaders differ in what they can provide to their subordinates,the differential ability of leaders to supply valuable resources and positive experiences to members should be considered when examining the LMX–job satisfaction relationship.Some exchanges may provide only intangible benefits,such as understanding and friendliness.These intangible benefits tend to be a part of most leader–subordinate exchanges.Even in the absence of tangible benefits,a high-quality relationship is valuable and is related to employee well-being (Epitropaki & Martin,1999,2005).However,in other exchanges,the leader has opportunities to provide more tangible benefits as well,such as successfully defending the employee toward superiors,protecting the employee from unfairness,mobilizing organizational resources for the employee,or exposing the employee to special assignments.In these types of exchanges,leaders have the potential to create a very positive environment for high LMX members,strengthening the LMX–job satisfaction relationship

英语翻译Social exchange theory states that in a high-quality exchange,parties provide valuable assets to each other (Blau,1964).Given that leaders differ in what they can provide to their subordinates,the differential ability of leaders to supply
社会交换理论认为,一个高质量的交流,各方彼此提供了宝贵的资产（布劳,1964）.由于领导者,他们可以提供给其下属不同,领导者的鉴别能力,向会员提供宝贵的资源和积极的经验,检查部属工作满意度的关系时,应考虑.一些交易所可能提供只无形的好处,如了解和友好.这些无形的效益往往是大多数领导下级的交流的一部分.即使在没有实实在在的好处,一个高品质的关系是有价值的,是有关员工的福祉（Epitropaki马丁,1999年,2005年）.然而,在其他交易所,领导者以及提供更多实实在在的好处,如成功卫冕对待上级的雇员,免受不公平的员工,调动员工的组织资源,或让雇员特殊任务的机会.在这些类型的交流,领导人有可能创建一个非常积极的环境,为高的部属成员,加强对部属的工作满意度的关系

社会交换理论指出，在一个高品质的交流，提供有价值的资产，对方（蓝色，1964）。鉴于领导人在什么不同他们可以为其下属，鉴别能力的领导人提供宝贵的资源和经验的成员应考虑在审查领导成员交换–工作满意度的关系。一些交流可能只提供无形收益，如理解和友谊。这些无形的利益往往是一个最重要的部分领导–下属的交流。即使没有实在的好处，一个高质量的关系是有价值的和相关的员工福利（epitropaki和，1999，2...

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社会交换理论指出，在一个高品质的交流，提供有价值的资产，对方（蓝色，1964）。鉴于领导人在什么不同他们可以为其下属，鉴别能力的领导人提供宝贵的资源和经验的成员应考虑在审查领导成员交换–工作满意度的关系。一些交流可能只提供无形收益，如理解和友谊。这些无形的利益往往是一个最重要的部分领导–下属的交流。即使没有实在的好处，一个高质量的关系是有价值的和相关的员工福利（epitropaki和，1999，2005）。然而，在其他交流，领导有机会提供更多的实惠也成功卫冕，如员工对上司，保护员工不公平，动员组织资源为雇员，或揭露员工特别任务。在这些类型的交流，领导人有可能创造一个非常积极的环境，高领导者成员交换，加强–工作满意度的关系

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