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Mixed Feelings About Supervisors: The Effect of LMX Ambivalence on Supervisor-Directed Behaviors

Author

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  • Lixin Chen

    (University of Science and Technology of China)

  • Qingxiong Weng

    (University of Science and Technology of China)

  • Anastasiia Popelnukha

    (University of Science and Technology of China)

  • Hui Jiang

    (University of Science and Technology of China)

Abstract

Integrating norms of reciprocity, affect theory of social exchange, and ambivalence literature, we investigated how leader-member exchange (LMX) ambivalence influences employees’ interpersonal behaviors toward supervisors. Study 1, with a time-lagged field method, revealed that LMX ambivalence was positively related to both employee-rated supervisor-directed helping and deviant behaviors and that such relationships were mediated by emotional ambivalence toward supervisors. We also confirmed the amplification effects of workplace gossip about supervisors (WGS). Specifically, while receiving more positive WGS (PWGS) or less negative WGS (NWGS) could strengthen the positive relationship between emotional ambivalence and supervisor-directed helping behaviors, receiving less PWGS or more NWGS would accentuate the positive effect of emotional ambivalence on supervisor-directed deviant behaviors. Study 2 replicated our results with a scenario-based method and offered evidence for the mediating effect of emotional ambivalence toward supervisors. Study 3 included supervisor-rated helping and deviant behavior and a subjective measure of emotional ambivalence and again confirmed the mediating role of emotional ambivalence. Our findings extend knowledge of the interpersonal consequences of LMX ambivalence.

Suggested Citation

  • Lixin Chen & Qingxiong Weng & Anastasiia Popelnukha & Hui Jiang, 2025. "Mixed Feelings About Supervisors: The Effect of LMX Ambivalence on Supervisor-Directed Behaviors," Journal of Business Ethics, Springer, vol. 199(1), pages 163-182, June.
    • Handle: RePEc:kap:jbuset:v:199:y:2025:i:1:d:10.1007_s10551-024-05710-2
    DOI: 10.1007/s10551-024-05710-2
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    References listed on IDEAS

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    1. Abhijeet K. Vadera & Michael G. Pratt, 2013. "Love, Hate, Ambivalence, or Indifference? A Conceptual Examination of Workplace Crimes and Organizational Identification," Organization Science, INFORMS, vol. 24(1), pages 172-188, February.
    2. Haesang Park & Jenny M. Hoobler & Junfeng Wu & Robert C. Liden & Jia Hu & Morgan S. Wilson, 2019. "Abusive Supervision and Employee Deviance: A Multifoci Justice Perspective," Journal of Business Ethics, Springer, vol. 158(4), pages 1113-1131, September.
    3. Blake E. Ashforth & Kristie M. Rogers & Michael G. Pratt & Camille Pradies, 2014. "Ambivalence in Organizations: A Multilevel Approach," Organization Science, INFORMS, vol. 25(5), pages 1453-1478, October.
    4. Lixin Chen & Qingxiong Weng, 2023. "Authoritarian-Benevolent Leadership and Employee Behaviors: An Examination of the Role of LMX Ambivalence," Journal of Business Ethics, Springer, vol. 186(2), pages 425-443, August.
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