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Does Leader-Member Exchange (LMX) Ambivalence Influence Employees' Constructive Deviance?

Zhen Liu1, Qunying Liu1

  • 1School of Management, Shanghai University, Shanghai 200444, China.

Behavioral Sciences (Basel, Switzerland)
|January 26, 2024
PubMed
Summary

Ambivalent leader-member exchange hinders constructive deviance by increasing ego depletion. High role-breadth self-efficacy can mitigate this, fostering innovation. This impacts organizational development and employee engagement.

Keywords:
ego depletionemployees’ constructive devianceleader–member exchange ambivalencerole-breadth self-efficacy

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