This exploratory study investigated the link between economic and social leader–member exchange relationships and followerwork performance and organizational citizenship behavior. Instead of viewing exchange relationships between leaders and subordinates on a continuum from lowto high qualitywe conceptualize social and economic exchange relationships as relationships with different qualities rather than different levels of quality. Data from 552 followers and 78 leaders supported our two-dimensional model of leader–member exchange relationships. Furthermore an economic leader–member exchange relationship was negatively related to both work performance and organizational citizenship behavior. As expected positive relationships were obtained for a social leader–member exchange relationship and work performance and organizational citizenship behavior. Implications for practice and future research are discussed.