The Journal of applied psychology
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In this study, we develop and test a model that extends leader-member exchange (LMX) theory to a dual leadership context. Drawing upon relative deprivation theory, we assert that when employees work for 2 leaders, each relationship exists within the context of the other relationship. ⋯ Results also revealed that a lack of alignment in the 2 LMXs led to asymmetric effects on outcomes, such that the relationship with agency leader mattered more than the relationship with one's client leader. Finally, frequency of communication with the agency leader determined the degree to which agency LMX affected job satisfaction in the low client LMX condition.