Does leader‐member exchange ambivalence hinder employee well‐being? Exploring relations with work engagement and emotional exhaustion

Abstract

Recent research has introduced the concept of leader‐member exchange (LMX) ambivalence and has shown that it can be detrimental to employee task performance. Drawing on self‐determination theory and models of LMX development, this research investigates whether LMX ambivalence may also negatively influence employee well‐being. In a two‐wave field study with 278 employees in a large police organisation, we found that LMX ambivalence was significantly associated with two focal measures of work‐related well‐being: work engagement and emotional exhaustion, through its influence on psychological need fulfilment. Perceived positive meaning in work was found to buffer the negative effects of LMX ambivalence on psychological need fulfilment and well‐being. Overall, these results contribute to the occupational health literature by demonstrating that psychological need fulfilment helps explain why LMX ambivalence negatively affects work related well‐being outcomes and underscores the important role of positive meaning in work as a buffer for these relationships.