Frequency of Task-related Differential Treatment Scale

A multilevel investigation of leader–member exchange differentiation’s consequences: A moral disengagement perspective

“…This makes team members feel that the differentiation in treatment is legitimate because it is based on justified and proper foundations (Halevy et al, 2011;Han et al, 2021). Conversely, when leaders differentiate LMX relationships based on issues that have no direct relationship with performance, team members will perceive this treatment as inequitable and unjustified (Van Breukelen et al, 2012;Matta and Van Dyne, 2020). Studies have shown that members view differential treatment as fair only when it is justified based on the level of effort and efficiency, and they will feel uncomfortable if the leader's differential treatment is not based on these grounds (e.g., Sias and Jablin, 1995;Sias, 1996).…”

“…Past studies have found that individuals who experience negative feelings tend to disengage morally from their inner principles (Fida et al, 2015;Ye et al, 2021). On the other hand, differentiation based on tasks or personal matters may be an important aspect in shaping team members' impressions and expectations toward the moral considerations of their team leaders (Van Breukelen et al, 2012). When a leader develops differential LMX relationships with members based on performance and ability, members are likely to develop feelings of integrity and trust toward the leader (Chen et al, 2015) and a sense that the leader acts fairly (Matta and Van Dyne, 2020).…”