Diminished relational energy: How and when LMX ambivalence leads to leader‐directed counterproductive work behavior

Abstract Researchers have often examined the leader‐member exchange (LMX) relationship from a univalent perspective, using a continuum from low to high exchange quality. This perspective has overlooked the possibility that employees may perceive their LMX relationships as both high and low quality (known as LMX ambivalence). In the present study, we draw on the transactional theory of stress and coping to examine how LMX ambivalence influences employees' interpersonal behaviors toward their leaders. In Study 1, a three‐wave field study with 338 Chinese employees, we found that the experience of LMX ambivalence can decrease relational energy and lead to an increase in avoidance‐ and approach‐oriented counterproductive work behaviors towards leaders (CWBs‐L). Furthermore, LMX importance intensifies the negative effects of LMX ambivalence on relational energy. Study 2 employed a scenario‐based method to compare the effects of ambivalent LMX relationships with positive and negative LMX relationships and provided additional evidence for our hypotheses. This research contributes to a broader understanding of behavioral responses to LMX ambivalence.