Introduction: Leader-member exchange social comparison (LMXSC) refers to how employees evaluate their relationship with the leader based on comparisons with colleagues. It may shape differentiated types of work passion by influencing employees' attitudes and perceptions toward work.
Purpose: Based on Leader-Member Exchange Theory, Conservation of Resources Theory, and Social Information Processing Theory, this study aimed to explore how LMXSC influences employees' harmonious and obsessive work passion.
Method: In Study 1, a questionnaire survey (n = 486) was conducted to examine the influences of LMXSC on harmonious and obsessive work passion, the mediating roles of meaning of work and role stress, and the moderating role of psychological capital. To further establish causality, Study 2 included three scenario-based experiments, all employing the single-factor between-subjects design. Study 2a (n = 143) investigated the effect of LMXSC on both types of work passion and the moderating role of psychological capital. Study 2b (n = 144) focused on the impact of the meaning of work on harmonious work passion and Study 2c (n = 151) examined the effect of role stress on obsessive work passion.
Results: The results showed that: (a) LMXSC positively predicts both harmonious and obsessive work passion; (b) The meaning of work mediates the relationship between LMXSC and harmonious work passion. Role stress mediates the relationship between LMXSC and obsessive work passion; (c) The interaction between LMXSC and psychological capital positively influences meaning of work and negatively influences role stress. Moreover, higher psychological capital strengthens the indirect effect of LMXSC on harmonious work passion via meaning of work, but weakens the indirect effect of LMXSC on obsessive work passion via role stress; lower psychological capital has the opposite effects.
Conclusions: LMXSC can influence the two types of work passions through different paths, with psychological capital playing a moderating role.