Abstract
This research examines how employees respond to leader-member exchange (LMX) ambivalence formed through interaction with their leaders. Drawing upon attachment theory, the purpose of this research is to examine how LMX ambivalence has an effect on employees’ creative performance via psychological states (i.e., psychological safety and trust in leader). In addition, power distance orientation is examined as a moderating factor that weakens the negative relationship between LMX ambivalence and psychological states, thereby influencing creative performance. Data were collected from team leaders (N = 38) and employees (N = 163) working in manufacturing and trading organizations located in South Korea. The finding shows that LMX ambivalence was negatively related to psychological safety and trust in leader. Moreover, mediating effects of psychological safety and trust in leader were identified on the relationship between LMX ambivalence and employees’ creative performance. However, the hypothesized moderated mediation effect of employees’ power distance orientation was not found. Theoretical and practical implications of this research are discussed.
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