Uncovering the impact of triadic relationships within a team on job performance: an application of balance theory in predicting feedback‐seeking behaviour

Although a great deal of knowledge has accumulated about dyadic relationships (i.e., leader–member exchange (LMX) or team–member exchange (TMX)) within a team, employee behaviours that involve triadic relationships among focal employees, leaders, and teammates have seldom been investigated. Using balance theory, which describes triadic relationships from a power dependence perspective, in the current study, we explore how the interplay of LMX,...