As one of the most popular approaches to study leadership, the leader-member exchange (LMX) theory focuses on the dyadic relationship between a leader and a member (Gerstner & Day, 1997; Graen & Uhl-Bien, 1995). Characterized by trust, support, loyalty, and commitment (Uhl-Bien & Maslyn, 2003), high quality has been documented to produce many positive outcomes, such as higher job satisfaction, organizational commitment, in-role and extra-role performance, and lower levels of stress (Dulebohn et al., 2012; Gerstner & Day, 1997). The beneficial aspects of high-quality LMX to high-quality LMX members dominate the LMX literature. Though it is intriguing to believe that high-quality LMX does only good to members, there may be more to the story. Drawing on Relational Dialectics Theory (DRT), which posits that interpersonal relationships are by nature paradoxical (Baxter, 1990, 2004; Montgomery & Baxter, 1998), this research investigated relational tensions members experience in high-quality LMX and their effects on members across three studies. We identified six types of relational tensions high-quality LMX members experience using grounded theory approach, developed a scale to measure them, and examined how they influence members’ relationship attitudes using survey data. Our research illuminates the potential costs for members in high quality LMX, providing a more comprehensive understanding of LMX.
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