A multilevel investigation of leader–member exchange differentiation’s consequences

What is it about?

We examine the effects of leader–member exchange (LMX) differentiation on team members’ outcomes (customer-oriented constructive and destructive deviant behaviors) by using team moral disengagement as a psychological mechanism mediating this relationship and LMX differentiation bases (i.e., performance and personal liking) moderating the relationship.

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Why is it important?

we consider alternative perspectives that offer new theoretical insights into the effects of LMX differentiation (Robin et al., 2017) through integrating moral disengagement theory (Bandura, 1986) with social hierarchy theory (Halevy et al., 2011)