Social exchange theory posits that leaders can inspire positive team behaviors—particularly those extending beyond standard job duties, such as prosocial behaviors—by cultivating strong, high-quality relationships with their teams (Leader-Team Exchange, LTX). However, as with any relationship, successfully fostering LTX necessitates significant resource investment by leaders. Despite the critical role of these resources as foundations for high LTX, the current literature remains unclear about the sources from which leaders obtain these resources and how different sources interact to shape LTX and, subsequently, team prosocial behaviors. This study aims to address these gaps by examining the interactive effects of relational and positional sources. Data collected from 125 customer service teams at a U.S.-based hotel chain reveal that relational and positional sources are alternatives rather than supplements to each other. Specifically, the direct relationship between relational sources and LTX, as well as the mediated relationship between relational sources and team prosocial behaviors through LTX, is stronger in teams with leaders who have limited access to positional sources. However, these relationships become insignificant in teams with leaders who already have good access to positional sources. Our study highlights that leaders adapt their approach to developing LTX and encouraging team prosocial behaviors based on their access to resources.
