The relationship between the leader-member exchange relationship and counterproductive work behavior, and the moderating roles of ambiguity and role conflict

Abstract

The aim of this study is to investigate if role ambiguity and role conflict contribute to counterproductive work behavior in a high-quality exchange relationship. To obtain an even deeper understanding of this context, we examined whether role ambiguity (RA) and role conflict (RC) influence counterproductive work behavior (CWB). Checking the possibility that these two variables could moderate the relationship between leader-member exchange (LMX) and CWB. The study is based on a cross-sectional design, collecting data from a quantitative self-reported survey. The survey conducted 121 employees (response rate of 40%). Analyses of data revealed a negative relationship between LMX and CWB (H1). When employees perceive high-quality LMX, they are less likely to behave in a negative manner at work, CWB. Furthermore, analyses revealed that RA did not moderate the relationship between LMX and CWB (H2). RC did not moderate the relationship between LMX and CWB (H3). Altogether, this master thesis suggests that the ratio LMX is so strong that both RA and RC cannot contribute to CWB alone. Or findings increased our understanding of the importance of LMX construct by giving us a clear vision of the conditions under which LMX related to CWB, or even work performance. It also advances our knowledge of how strong the relationship between LMX and CWB is.