Avoiding or embracing social relationships? A conservation of resources perspective of leader narcissism, leader–member exchange differentiation, and follower voice
基于资源保存理论，研究自恋型领导为何及何时在团队中与下属形成差异化关系，从而抑制员工建言，并发现领导与上级的交换关系能缓解这一负面效应。
Summary In this study, we draw from the conservation of resources theory and the narcissism literature to examine why and when narcissistic leaders develop and maintain differentiated social relationships with followers in a group setting, therefore demotivating follower voice. Using data from 457 employees and their 95 supervisors working at a large Chinese consulting company, we tested and found support for our hypotheses that leader narcissism had a negative direct effect on employee voice, as well as a negative indirect effect on voice via group‐level leader–member exchange (LMX) differentiation. Our findings further showed that leaders' upward exchange, leader–leader exchange (LLX), with their own supervisor moderated the negative indirect effect of narcissism on voice such that this negative indirect effect was stronger in the presence of low leader LLX but turned nonsignificant in the presence of high leader LLX. Theoretical and practical implications of our research are discussed. Limitations and directions for future research are also offered.