Leader-member Exchange Social Comparison Research Articles

Spoiled Rotten? LMXSC Motivates Greater Supervisor-Directed Deviance in Individuals Who Were Overindulged as Children

AbstractRecent work has demonstrated that perceiving oneself as being treated better by one’s leader compared to one’s coworkers’ treatment by the same leader (i.e., leader-member exchange social comparison; LMXSC) can motivate aggressive behavior towards one’s colleagues. Extending these findings, the current paper argues that high LMXSC employees can also be motivated to show aggressive behavior towards their leader, depending on their early experiences with authority figures (i.e., parents/guardians). Using both experimental and time-lagged field study designs, this study demonstrates that LMXSC elicits hubristic pride which, in turn, motivates supervisor-directed deviance in subordinates who were overindulged by their parents/guardians as children. These findings challenge the assumption that high LMXSC employees reciprocate their leaders’ positive treatment by revealing when and why they can be motivated to demonstrate aggressive and deviant leader-directed behavior.

The Dual Processes of Leader-Member Exchange Social Comparison

The Dual Processes of Leader-Member Exchange Social Comparison

The influence of leader-member exchange social comparison on employee innovative behavior

Based on the job demands-resources model, the mechanism and boundary conditions of leader-member exchange social comparison on employee innovative behaviors were tested with self-efficacy and role load as mediating variables and error management climate as moderating variables. Based on the empirical analysis of 452 questionnaire data collected in two stages, it is found that self-efficacy and role load play a partial mediating role in the relationship between leader-member exchange social comparison and employee innovative behavior. Error management climate positively moderates the relationship between leader-member exchange social comparison and self-efficacy, and positively moderates the mediating role of self-efficacy in the relationship between leader-member exchange social comparison and employee innovative behavior. Error management climate negatively moderates the relationship between leader-member exchange social comparison and role load, and negatively moderates the mediating role of role load in the relationship between leader-member exchange social comparison and employee innovative behavior.

When is higher LMX comparison not always effective? The role of team-level LMX disparity and neuroticism

ABSTRACT Treating relative leader-member exchange (i.e., RLMX) as the objective and leader-member exchange social comparison (i.e., LMXSC) as the subjective operation of LMX comparison (i.e., LMXC) within a team, we integrate the RLMX and LMXSC literature and examine when higher LMXC is not always effective in employees’ workplace outcomes (namely, self-efficacy, task performance, and creativity). Revisiting social comparison theory, we propose that LMXC has positive relationships with team members’ task performance and creativity via the role of self-efficacy. Furthermore, team-level LMX disparity and team members’ neuroticism affect the above direct and indirect relationships. Specifically, we hypothesize that amid low LMX disparity, members are more likely to perform assimilation rather than comparison that weakens the positive impacts of LMXC. Team members with high neuroticism are prone to make upward rather than downward social comparisons, which also mitigates the positive impacts of LMXC. We test our hypotheses in a field (using RLMX as the objective LMXC measure; n = 559, N = 71) and an experimental study (using LMXSC as the subjective LMXC measure; n = 176). Generally, we find support for our hypotheses. Our study thus deepens the understanding of the effectiveness of LMXC within team contexts.

How, when, and why high job performance is not always good: A three‐way interaction model

SummaryDespite organizations encouraging employees to improve their job performance to enhance organizational performance, the understanding of the consequences of high performance from the perspective of social comparison remains limited. Drawing on social comparison theory, we develop a framework explaining how upward performance social comparison leads to political behaviors through anxiety. Furthermore, we examine the amplifying effect of social comparison orientation (SCO) on the relationship between upward performance social comparison and anxiety. We introduce the downward leader–member exchange social comparison (downward leader–member exchange social comparison [LMXSC]) to buffer the magnifying effect of SCO. We test the three‐way interaction among upward performance social comparison, SCO, and downward LMXSC using the data collected from a three‐wave survey (Study 1) and a scenario‐based experiment (Study 2), and our hypotheses are supported. Our results reveal an interesting dilemma. Employees' high performance is naturally beneficial for organizations, but those with high SCO and fewer advantages in leader–member exchange social comparison may feel more anxious and engage in political behaviors in response to upward performance social comparison. Our research has practical implications, such as monitoring social comparisons and political behaviors in the workplace and helping employees reduce anxiety.

‘I disdain the company of flatterers!’: How and when observed ingratiation predicts employees’ ostracism toward their ingratiating colleagues

Ingratiation is an impression management tactic used by those who seek to obtain the favor of others. Previous studies mainly examine the role of ingratiation from the initiator’s perspective, ignoring observers’ reactions when they are confronted with their peers’ ingratiating behaviors. Drawing on social comparison theory, this study employs a third-party framework to explain the pathways between observed ingratiation and ostracism and analyzes data from a time-lagged survey and two scenario-based experiments in the Chinese context. Observed ingratiation triggers third-party employees’ ostracism of flatterers by arousing a sense of future status threats. Moreover, when observers’ goals are competitive with those of ingratiators, the adverse effects of observed ingratiation are exacerbated, whereas their leader–member exchange social comparison (LMXSC) buffers its unfavorable effects. These findings advance ingratiation studies by extending the research perspective from that of initiator–target dyads to third-party employees and unveiling a vital mediator (future status threats) and two essential opposite moderators (competitive goals and LMXSC) in the internal mechanism underlying the observed ingratiation–ostracism link. Further, although ingratiation may induce benefits for ingratiators, managers must recognize that it can be destructive for third-party employees.

The integrated effects of leader-member exchange social comparison on job performance and OCB in the Chinese context.

Although it has been long recognized that leader-member exchange social comparison (LMXSC) has critical implications for employee productivity, little attention has been given to systematically exploring the effects of LMXSC on employee performance in a specific cultural context. Integrating social exchange theory with social comparison theory, we examine a dual process model to explain how and when LMXSC affects employee performance outcomes in the Chinese context. Results based on multiphase, multisource data from China revealed that the mediating roles of employees' perceived obligation toward the leader and self-esteem are examined simultaneously in the relationship between LMXSC and job performance and organizational citizenship behavior (OCB). Additionally, guanxi strengthens the connection between LMXSC and perceived obligation, while Zhongyong thinking erodes the connection between LMXSC and self-esteem. Taken together, these findings enhance our understanding of LMXSC in China.

Linking self-efficacy and organizational identification: a moderated mediation model based on a self-verification perspective

PurposeThe purpose of this paper is to examine the effect of employees' self-efficacy on employees' organizational identification. Based on a self-verification perspective, this paper focuses on the mediating role of leader–member exchange social comparison (LMXSC) and the moderating role of perceived organizational justice.Design/methodology/approachThe authors conducted a field survey (Study 1) of 207 employees recruited from multiple financial organizations and tested a moderated mediation model using Hayes's (2018) PROCESS macro. The authors conducted another scenario-based experiment (Study 2) using a sample of 151 employees recruited online to further establish causality in our model.FindingsResults suggest that employees' self-efficacy is positively associated with their LMXSC, which, in turn, positively impacts employees' organizational identification. The positive relationship between LMXSC and organizational identification is stronger when employees' perceived organizational justice is higher. The indirect effect of self-efficacy on organizational identification through LMXSC is also strengthened by perceived organizational justice.Practical implicationsManagers are encouraged to develop employees' self-efficacy and to create a fair environment to promote employees' identification with the organization.Originality/valueThis research extends organizational identification literature by examining how and when employees' self-efficacy, a dispositional predictor, leads to employees' identification with the organization from a self-verification perspective.

Am I worthy to my leader? Role of leader-based self-esteem and social comparison in the LMX-performance relationship

BACKGROUND: Most leadership theories, such as transformational, ethical, and servant leadership, emphasize the notion that leaders influence their followers’ in-role and extra-role work performance by treating them collectively and similarly. On the other hand, leader-member exchange (LMX) theory challenges this idea and argues that leaders treat followers differently and have high-quality exchange relationships with some followers and low-quality ones with others. However, few studies have examined LMX differentiated relationships in social contexts. OBJECTIVE: This study aims to investigate the role of employee leader-based self-esteem (LBSE) (i.e., employees’ self-evaluation of their worth derived from the quality of the relationship with their supervisor) in the relationship between LMX and two types of performance: task performance and organizational citizenship behaviour at individual level (OCB-I). Using an integrated theoretical framework of social comparison and self-consistency theories, we develop a moderated mediation model in which the mediating role of LBSE in the LMX-task performance and OCB-I relationships is conditional on the values of LMX social comparison (LMXSC). METHODS: Using a research sample of 298 manager-employee matching dyads working in 43 branches of a leading bank in Pakistan, results of hierarchical multiple regression analyses provided support for our developed model. RESULTS: We found that LMX positively led to LBSE which, in turn, served as a mediator between LMX and both performance types, with a stronger effect on OCB-I. We also found that by moderating the relationship between LMX and LBSE, LMXSC moderated the mediating role of LBSE, which had stronger effect on performance at high values of LMXSC than at low values. CONCLUSIONS: Following these findings, we discuss the contributions that this study offers to LMX and self-esteem literature and its managerial implications.

My LMX standing with my leader as compared to my coworkers: conditional indirect effect of LMX social comparison

PurposeThe paper examines the effect of relative leader-member exchange (LMX) on follower's in-role performance, citizenship behaviour and cynicism via relational identification. Moreover, LMXSC (LMXSC) moderates the direct and mediating relationship.Design/methodology/approachBased on multi-level (individual and group level) model, dyadic data were collected from 298 employees working under 47 group managers in the banking sector in Pakistan.FindingsThe multi-level moderated mediation model tested in Mplus and HLM software showed the full support for direct, mediating and moderating hypothesized relationships; however, the moderated mediation hypothesis was partially supported. It reveals that relative LMX standing of followers predicted in-role performance, organizational citizenship behaviour at an individual level (OCB-individual) and cynicism. Relational identification with the leader mediated the relationship. Moreover, at high LMXSC, the relationship between relative LMX and relational identification and consequently the outcomes were stronger.Originality/valueLMX has widely been studied at dyadic level, despite the suggested high and low LMX quality relationships that exist in a workgroup. This study not only investigates the role of relative LMX on employee performance through relational identification but also reports that subjective evaluation of LMXSC plays a major role in promoting employee performance.

Does LMX always promote employee voice? A dark side of migrant working in Saudi Arabia

PurposeDrawing on the self-consistency theory, this study aims to test a model where employees' supervisor-based self-esteem (SBSE) is positively related to their promotive and prohibitive voice and mediate the positive relationship between leader–member exchange social comparison (LMXSC) of an employee's promotive and prohibitive voice, but only for local rather than migrant workers.Design/methodology/approachTo test the study hypotheses, multi-source data were collected from 341 matched supervisor–supervisee dyads working in a diverse range of organizations in the Kingdom of Saudi Arabia.FindingsAs predicted, employees' SBSE is positively related to their promotive and prohibitive voice and mediates a positive relationship between their LMXSC and their promotive and prohibitive voice, but only for local workers. The study findings support the self-consistency theory perspective on LMX and provide new insight into the “dark side” of migrant working – a lack of voice.Originality/valueThis study responds to calls for more research that explores the roles played by macro-environmental factors on employees' voice. Implications for theory and practice are discussed.

When Are the Bigger Fish in the Small Pond Better Citizens? A Multilevel Examination of Relative Overqualification in Workgroups

In this study, we extend overqualification research to employees' social context of workgroup membership. Drawing upon social comparison theory and integrating with social exchange theory, we contend that employees' relative overqualification (ROQ, defined as individual overqualification relative to other group members' overqualification perceptions) is associated with their relative standing with their leader (measured as LMXSC, leader–member exchange social comparison), which in turn relates to employees' organizational citizenship behaviors (OCB). Furthermore, we assert that workgroup structural attributes and individual values (leader span of control and power distance orientation) influence the ROQ–LMXSC–OCB relationship. Multilevel modeling using data from 243 employees nested in 36 workgroups suggested patterns of moderated mediation where leader span of control and employee power distance orientation moderate the indirect link between ROQ and OCB through LMXSC. That is, the indirect relationship between ROQ and OCB is stronger in workgroups with a narrow leader span of control and for employees high in power distance orientation. Implications and directions for meso- and group-level research are discussed.

What if my coworker builds a better LMX? The roles of envy and coworker pride for the relationships of LMX social comparison with learning and undermining

SummaryAlthough the extant literature has demonstrated the benefits of building a higher leader–member exchange (LMX) relationship with a leader, it has overlooked the efforts by lower LMX employees to leverage the difference from higher LMX coworkers. Integrating social comparison theory and EASI theory, we contend that lower LMX social comparison (LMXSC) is associated with positive (self‐improving) and negative (undermining) behavior via different emotional mechanisms and that the focal employee's perceptions of the comparison coworker's pride play a critical role in qualifying the effects of lower LMXSC. The results from a time‐lagged field study and an online experiment reveal that lower LMXSC is associated with both benign and malicious envy, which in turn respectively relate to the focal employee learning and socially undermining the superior coworker. The negative indirect effect of LMXSC on learning behaviors via benign envy is stronger when the coworker compared is perceived to be higher (vs. lower) in authentic pride, whereas the indirect effect of LMXSC on social undermining via malicious envy is stronger when the coworker compared is perceived to be higher (vs. lower) in hubristic pride. We conclude with theoretical and practical implications.

How and When Leader-Member Exchange Social Comparison Hinders Employee Creativity

This research contributes to the growing research on the antecedents of creativity in the hospitality industry. Utilizing social comparison perspective, this study examines the indirect—via knowledge hiding behavior—relationship between employees perceived upward leader-member exchange (LMX) social comparison and their creativity. Moreover, this study proposes the moderating role of power distance orientation of an individual employee between the association of upward LMX social comparison and their creativity via knowledge hiding behavior. Based on time-lagged and multi-source data (n=308) collected from hospitality employees of tourist hotels, the findings of study revealed that upward LMX social comparison hinders employees' creativity via their knowledge hiding behavior. Additionally, the indirect effect of upward LMX social comparison on employee creativity was statistically significant for employees with low power distance orientation, but it was not significant for employees with high power distance. Based on the study findings, implications for theory and practice are discussed.

Examining the Effect of Leader–Member Exchange Social Comparison on Employee Voice Behavior: The Role of Employee–Organization and Supervisors Organizational Embodiment

Drawing on social comparison theory (SCT), this research aims to explore the moderated path by testing the interaction effect of a supervisor's organizational embodiment between leader–member exchange social comparison and employee voice behavior (EVB), as well as the mediating role of the employee–organization relationship (EOR). The hypothesis was tested based on the moderated mediation model using a sample of 788 employees through a structured questionnaire from public sector organizations in Fiji. The findings of the study showed that leader–member exchange social comparison (LMXSC) are positively related to employee voice behavior. Furthermore, the mediating role of the employee–organization relationship quality had significantly strengthened the relationship. In addition, supervisors’ organizational embodiment (SOE) also positively moderated the influence of LMXSC on EVB, and LMXSC on EOR quality. This research delineates the brighter side of social comparison, suggesting that employee voice behavior can be enhanced through fair distribution of the leaders’ resources among the employees, communication training, two-way interactive communication, and employee empowerment in improving work ethics and creating a sustainable organization. Finally, to lead an organization ethically, managers need to encourage voicing behavior of subordinates. Employees need to stand up against unethical issues to enhance the social responsibility of the corporation. The limitations and directions for the future are also presented.

Can leader-member exchange social comparison elicit uncivil employee behavior? The buffering role of aggression-preventive supervisor behavior

PurposeThis study aims to examine the role of leader-member exchange social comparison (LMXSC) perceptions in triggering the instigation of uncivil behavior in the workplace. This study also explores the intervening role of envy and the buffering role of aggression-preventive supervisor behavior within the proposed relationship.Design/methodology/approachData were collected in two phases separated by an interval of four weeks. The final sample consisted of 224 full-time white-collar employees working in five large pharmaceutical manufacturing organizations in India.FindingsThe findings indicate that employees’ subjective perceptions of being involved in poorer-quality LMX relationships than their workgroup members generate envy, which, in turn, evokes them to instigate uncivil behaviors onto those higher-LMX counterparts. The indirect effect of LMX social comparison on instigated workplace incivility through envy gets attenuated when supervisors engage in aggression-preventive behavior.Practical implicationsTo protect organizations from the financial and productivity losses associated with incivility, supervisors are encouraged to exhibit aggression-preventive behavior if they form differentiated exchange relationships with the subordinates in their teams. Supervisors are further advised to avoid the altogether neglect of lower-LMX subordinates as doing so may give rise to negative emotions (envy) and behavior (incivility) among them.Originality/valueThis study expands the limited body of knowledge on the antecedents of uncivil employee behavior in the workplace. Specifically, it unveils that incivility toward coworkers may be stemming from unfavorable LMX social comparisons and ensuing negative emotions such as envy. It also offers insights on reducing uncivil behavior by highlighting that the impact of LMXSC and envy on incivility instigation gets buffered in the presence of aggression-preventive supervisor behavior.

Educational leadership, leader-member exchange and teacher self-efficacy

The purpose of this article is to examine social cognitive theory and social comparison theory, and how they are integrated to propose that self-efficacy mediates the relationship between leader-member exchange social comparison (LMXSC) and performance. Furthermore, the article supports the need for development and examination of the effects of educational leadership and teacher self-efficacy. That is, to determine if school leadership has an effect on teacher self-efficacy, and if teacher self-efficacy has an effect on student achievement. The preliminary conceptual model developed within the article includes insightful research questions to be considered for impending future studies. The authors hope this line of research will investigate the extent to which teacher self-efficacy is responsible for behavior outcomes associated with LMXSC, as well as the effect school leadership and teacher self-efficacy brings to this process.

LMXSC and Paradoxical Coworker-Directed Behaviors: A Dual-Path Mediation Model Involving Pride

We investigate the pride reactions and coworker-directed behaviors of employees with high leader-member exchange social comparison (LMXSC). An experimental vignette and a time-lagged field study ac...

Loaded with knowledge, yet green with envy: leader–member exchange comparison and coworkers-directed knowledge hiding behavior

PurposeThis study aims to explore an interpersonal predictor of coworkers-directed knowledge hiding behavior – the leader–member exchange social comparison (LMXSC). This study integrates leader–member exchange literature with social comparison theory to hypothesize that an individual’s upward LMXSC is positively correlated with coworkers-directed knowledge hiding and that an individual’s feelings of envy are mediated by the relationship between upward LMXSC and coworkers-directed knowledge hiding behavior. Also, this study proposes two-way and three-way interaction patterns of goal interdependence, which can influence LMXSC–envy relationships.Design/methodology/approachTwo independent studies are conducted to test the hypothesized relationships. In Study 1, the authors collected multi-wave data from a large public sector university in China (N = 1,131). The authors then replicated the Study 1 findings by collecting multi-source and multi-wave data from a telecom company based in China (n = 379).FindingsThe authors found support across both studies for the idea that upward LMXSC is a possible interpersonal predictor of coworkers-directed knowledge hiding behavior. More specifically, it was found that feelings of envy ensue from upward LMXSC, resulting in further coworkers-directed knowledge hiding behavior. Further, this study shows that the influence of upward LMXSC on knowledge hiding behavior via feelings of envy was weaker (stronger) when employees have high (low) cooperative goal interdependence with coworkers, respectively, and when employees have low (high) competitive goal interdependence with the coworkers, respectively.Originality/valueThis study extends current knowledge management literature by introducing LMXSC as an interpersonal predictor of coworkers-directed knowledge hiding behavior. This will help practitioners to curb such counterproductive behavior.

Social Comparisons, Self-Conceptions, and Attributions: Assessing the Self-Related Contingencies in Leader-Member Exchange Relationships

Research on leader-member exchange (LMX) has demonstrated that, in addition to the value of LMX as an indicator of quality relationships with leaders, employees also evaluate how their relationship with the leader compares to other employees’ relationship with the leader. This finding led to the emergence of LMX social comparison (LMXSC). This study examines how LMX vs. LMXSC relates to work outcomes and considers the employee and perceived supervisor self-concept levels as moderators. We posit that LMX predicts work performance through increased organizational commitment. We further suggest that the relational and collective levels of the self-concept act as contingencies of the relationships among LMX, LMXSC, commitment, and performance. A sample of 250 employee-supervisor dyads was used to test the hypotheses. LMX predicted commitment and, indirectly, performance. The employee and perceived supervisor relational self-concepts acted as moderators of LMXSC, and the perceived supervisor collective self-concept acted as a moderator of LMX and LMXSC. However, not all moderation hypotheses were supported. Unexpected moderating effects involving the employee and perceived supervisor individual self-concepts, as well as main effects, were also uncovered. This study helps differentiate LMX from LMXSC and understand the role of self-conceptions, including self-conceptions attributed by employees to the leader, in leader-member relationships.