Comparisons draw us close: The influence of leader-member exchange dyadic comparison on coworker exchange

Yipeng Tang, Catherine K. Lam, Kan Ouyang*, Xu Huang, Herman H.M. Tse

*Corresponding author for this work

Research output: Contribution to journalArticlepeer-review

3 Citations (Scopus)

Abstract

Members compare their differential leader-member exchanges (LMXs) to understand the triadic relationship (Member A, Member B, and their common leader); this will affect how members interact. Prior research based on balance theory assumes that the two members have a consensus on the structure of the triadic relationship, to argue that when Member A perceives their LMX to be lower than that of Member B, such an LMX imbalance would drive Member A to interact negatively with Member B. Comparison of LMX, however, reflects one's subjective perception, which may not be shared by the other. Therefore, we draw on social comparison theory to examine both members’ comparisons of LMX simultaneously and suggest that when they both perceive the other's LMX as better than their own, they may engage more in affiliative behaviors and develop a higher-quality coworker exchange (CWX). The results of two studies consistently supported these hypotheses. This research extends our understanding of LMX in triadic relations and demonstrates that mismatched perceptions of LMX dyadic comparison between two members (i.e., both perceive an LMX imbalance) could motivate members to develop a positive relationship.

Original languageEnglish
Pages (from-to)215-240
Number of pages26
JournalPersonnel Psychology
Volume75
Issue number1
Early online date24 May 2021
DOIs
Publication statusPublished - Mar 2022

Scopus Subject Areas

  • Applied Psychology
  • Organizational Behavior and Human Resource Management

User-Defined Keywords

  • affiliative behaviors
  • coworker exchange
  • leader-member exchange dyadic comparison
  • social comparison

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