The double-edged sword of leader-member exchange: when and why leader-­member exchange promotes versus inhibits workplace deviant behavior

Purpose Managers in China prioritize the cultivation of loyal employees, resulting in positive effects associated with leader-member exchange (LMX). However, fragmented evidence suggests that LMX also can trigger deviant behavior. LMX provides employees with access to resources, while it also harbors potential risks for deviant behaviors. Based on the cognitive-affective system theory of personality and resource-related theories, this study aims to explore the double-edged sword effects of LMX by examining how LMX influences interpersonal deviant behaviors through emotional and cognitive pathways, respectively. Design/methodology/approach This study involved three waves of paired data surveys that were conducted in China over one month, and a total of 117 leaders and 235 subordinates participated in this study. Findings Even though LMX as a job resource reduces workplace anxiety, LMX also generates work overload for employees. Workplace anxiety and work overload further result in interpersonal deviant behavior. Narcissistic admiration, as a personality trait, can weaken the mediating role of work overload but not that of workplace anxiety. Practical implications The finding can help managers pay attention to negative effect of LMX and provide suggestions for preventing employees’ workplace deviant behavior. Originality/value The findings revealed how LMX leads to negative outcomes in the workplace. In addition, the results demonstrated the buffering effect of narcissistic admiration on the negative effect of LMX.