Relative Leader–Member Exchange Within Team Contexts: How and when Social Comparison Impacts Individual Effectiveness
研究团队内个人与领导的交换关系（LMX）相对于同事的水平如何影响个人绩效、组织公民行为和工作满意度，发现自我效能感起中介作用，团队认同和团队支持行为调节这一过程。
A multilevel model was developed to examine how and when a focal individual's leader–member exchange (LMX) relative to the LMXs of coworkers within the team (relative LMX, or RLMX) influences individual in‐role performance, organizational citizenship behavior (OCB), and job satisfaction. Results, based on a sample of 275 leader–member dyads within 35 teams of a beverage company, largely supported the hypotheses. Specifically, using multilevel polynomial regression analyses, the results showed that self‐efficacy partially mediated the relationship between RLMX and in‐role performance and job satisfaction, and fully mediated the relationship between RLMX and OCB. Furthermore, the results demonstrated that team identification attenuated RLMX's direct effect on self‐efficacy, and indirect effects on in‐role performance and OCB and team supportive behavior attenuated RLMX's direct effect on self‐efficacy and indirect effect on in‐role performance.