Diminished relational energy

How and when LMX ambivalence leads to leader‐directed counterproductive work behavior

Dados Bibliográficos

ID7260366
AutoresLixin Chen (0000-0001-6664-1634, School of Management University of Science and Technology of China Hefei China, autor correspondente), Qingxiong Weng (0000-0002-5426-6029, School of Management University of Science and Technology of China Hefei China, autor correspondente), Anastasiia Popelnukha (School of Management University of Science and Technology of China Hefei China), Hui Jiang (0000-0001-8393-8368, School of Management University of Science and Technology of China Hefei China), Yanfen Wang (0009-0003-3593-7805, School of Management University of Science and Technology of China Hefei China)
Ano2024
Volume74
Fascículo1
Data de publicação2024-12-29
Peer ReviewedSim
Open AccessSim
TipoARTICLE
PeriódicoApplied Psychology (JOURNAL)
Identificadores do periódicoISSN: 0269-994X • E-ISSN: 1464-0597
EditoraWiley (PUBLISHER • GB)
DOI10.1111/apps.12598
OpenAlexW4405923157
IdiomaEN
Citações recebidas2
Referências citadas80

Researchers have often examined the leader‐member exchange (LMX) relationship from a univalent perspective, using a continuum from low to high exchange quality. This perspective has overlooked the possibility that employees may perceive their LMX relationships as both high and low quality (known as LMX ambivalence). In the present study, we draw on the transactional theory of stress and coping to examine how LMX ambivalence influences employees' interpersonal behaviors toward their leaders. In Study 1, a three‐wave field study with 338 Chinese employees, we found that the experience of LMX ambivalence can decrease relational energy and lead to an increase in avoidance‐ and approach‐oriented counterproductive work behaviors towards leaders (CWBs‐L). Furthermore, LMX importance intensifies the negative effects of LMX ambivalence on relational energy. Study 2 employed a scenario‐based method to compare the effects of ambivalent LMX relationships with positive and negative LMX relationships and provided additional evidence for our hypotheses. This research contributes to a broader understanding of behavioral responses to LMX ambivalence

Ambivalence · Counterproductive work behavior · Interpersonal communication · Interpersonal relationship · Organizational citizenship behavior · Organizational commitment · Perspective (graphical · Social exchange theory · Transactional leadership · Attachment and Relationship Dynamics · Job Satisfaction and Organizational Behavior · Psychology · Social Psychology · Workaholism, burnout, and well-being