ABSTRACT
This chapter reviews the developments in idiosyncratic deals (i-deals) research, and examines how the workgroup attributes set boundaries to the relationship between leadership and i-deals. Empirical research on i-deals explores the relationship between leader-member exchange (LMX) and i-deals at multiple levels of theory. Relative LMX is positively related to i-deals, while controlling for individual-level perceptions of LMX. Drawing a parallel to LMX research, it is expected that i-deals account for outcomes at multiple levels of analysis. Organizational culture is described as shared values and beliefs that affect employee's perceptions and behaviour. The aggressiveness dimension of organizational cultural profile (OCP) moderates the relationship between leadership style and i-deals, such that relationship is stronger in organizations high on aggressiveness. This chapter concludes that research of i-deals needs to develop an understanding of how i-deals function in the context of the workgroup and it strongly encourage scholars to explore various attributes of the workgroup context to further develop i-deals theory.
