The bright and dark sides of high leader–member exchange social comparison

A psychological power perspective

Bibliographic Data

ID6415411
AuthorsRui Li (0000-0001-9744-7965, School of Management Hefei University of Technology Hefei China), Ying Zhang (0000-0001-6214-2440, School of Management Hefei University of Technology Hefei China), Zhaohui Liu (0000-0001-6205-4731, Business Administration School Xinjiang University of Finance and Economics Urumqi China)
Year2025
Volume74
Issue5
Publication date2025-09-29
Peer ReviewedYes
Open AccessYes
TypeARTICLE
VenueApplied Psychology (JOURNAL)
Journal identifiersISSN: 0269-994X • E-ISSN: 1464-0597
PublisherWiley (PUBLISHER • GB)
DOI10.1111/apps.70031
OpenAlexW4414680194
LanguageEN
References cited83

Existing research has predominantly highlighted the positive aspects of high leader–member exchange social comparison (LMXSC)—an individual's perception of having a comparatively better exchange relationship with their leader. Drawing on the literature on psychological power, we develop and test an integrated conceptual framework that captures both the beneficial and detrimental effects of high LMXSC on employee work behaviors. Through a multi‐source, time‐lagged field study of 231 employees in a high‐tech manufacturing company, we find that LMXSC positively predicts psychological power. Moreover, via the mediation of psychological power, LMXSC exhibits an indirect negative association with creativity among employees with high relational orientation, while demonstrating indirect positive associations with creativity and rudeness among employees with low relational orientation. Our research findings carry significant implications for both theory and practice

Cultural Differences and Values · Emotional Intelligence and Performance · Job Satisfaction and Organizational Behavior

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