Effects of leader-member exchange ambivalence on work attitudes: a moderated mediation model

Purpose This study examines whether the relationship between ambivalence in leader-member exchange (LMX) and career commitment is influenced by organizational embeddedness as a mediating variable. There is also an investigation of when and to what extent job strain influences the conditional indirect effect between LMX ambivalence on career commitment via the mediator. Design/methodology/approach Data were collected from 1,134 accountants working in various disciplines. The PROCESS macro and a bootstrapping procedure were used to test and analyze the hypothesized relationships. Findings The results revealed that the direct relationship between LMX ambivalence and career commitment was partially mediated by organizational embeddedness. In addition, high levels of job strain through organizational embeddedness conditionally make the effects of ambivalence on career commitment stronger. Practical implications Organizations should motivate employees to tolerate uncertain situations at work and practice ways of maintaining a positive attitude. Training programs for employees to appreciate ambivalence and for leaders to be more behaviorally consistent and more effective in team communication should be considered. Originality/value This research is among the initial attempts to extend relevant knowledge in the fields of LMX quality and organizational embeddedness by identifying an important moderator that amplifies the structural relationship.