"To date, a disproportionate amount of research examining the importance of leader-member work relationships has focused on the outcomes for individual employees. However, there has been criticism regarding the myopic focus on the leader-member dyad and failing to consider the broader implications on system of social relationships each LMX relationships is embedded within. This has led to an emerging literature focused on understanding the effects of differences in LMX relationships. In this dissertation, I leverage power-approach theory to integrate psychological research on power with extant research on LMX and differences in LMX relationships. Specifically, I argue that that perceived differences in a focal employee's LMX quality to that of a referent coworker will influence his or her sense of psychological power. The extent that the focal employee and referent coworker are task interdependence will moderate this relationship. Subsequently, the effects of LMX differences will influence discretionary interpersonal work behaviors (mediated through psychological power). However, the form of discretionary behavior (i.e., citizenship vs. counterproductive) will be contingent upon the individual characteristics of the focal employee."--Page ii.
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