Good or Bad? The Ambivalent Leader-Follower Relationships

Abstract

Researchers have emphasized the positive and negative influences of ambivalent leader-follower relationships, but it is not clear when the ambivalent relationship is associated with good or bad influences. To answer this question, we reviewed the definition and identified 10 different types of ambivalent leader-follower relationships. Further, we demonstrate that the negative outcomes (more inflexibility, disengagement, and worse performance) can be explained by the workplace stressor perspective, and that the positive outcomes (more flexibility, engagement, and better performance) can be explained by paradox view. Finally, drawing from conservation of resources (COR) theory, we integrate workplace stressor framework and the paradox view to address when the ambivalent leader-follower relationship is beneficial or detrimental for followers. We proposed that the degree of ambivalence, support from the third party, and integrative complexity of follower will influence the possible positive or negative influences. Limitations and future directions were also discussed.

The relationship between ambivalence towards supervisor's behavior and employee’s mental health

“…A key aspect that may play a role in the extent to which mental health might be impaired is the degree of ambivalence 19 . In this study, ambivalent leadership was defined as the simultaneous perception of supportive and burdening leader behaviors.…”

“…In this study, ambivalent leadership was defined as the simultaneous perception of supportive and burdening leader behaviors. This ambivalent leadership refers to behavior of closely related dimensions, which have the potential to raise high degrees of experienced ambivalence in people 19 . However, further studies are needed to test the effects of different behavioral dimensions in ambivalent supervisor-employee relationships.…”

“…Reaching the boundaries of this study, there are several aspects that should be considered in further research. First, whether supervisor-employee ambivalence has positive or negative consequences may depend on moderating factors like gender, self-esteem, organizational support, and quality of work-life 19 . Moreover, based on the conservation of resources (COR) theory 43 , Zhao and Zhou 19 argue that ambivalence as “threat of resources loss” will lead to uncertainty, unpredictability, and negative outcomes such as negative affect, strain, and ill-health, while ambivalence as “opportunity to gain resources” will result in positive outcomes, like flexibility and engagement.…”

“…To date, ambivalent social ties in personal relationships have been relatively less studied in the context of work, while ambivalence and ambivalent supervisor-employee relationships in particular are very likely to occur in the workplace 19 , 20 , 22 , 23 , which may affect employee well-being. Such an ambivalent supervisor-employee relationship may manifest itself, for example, as ambivalent leadership when subordinates consider the behavior of their leader to be both supportive and burdensome at the same time 21 .…”

“…Regarding motivational and behavioral outcomes, ambivalent leadership may have positive consequences as well 19 . For example, ambivalent leadership can promote adaptive or proactive behavior, engagement, and performance 23 .…”