Counterproductive work behavior is an important topic, yet it is understudied by current organizational behavior literatures.Many researchers show that the leader-member relationships have a significant influence on an employee's behavior. However, no previous researchers show if any relationship between leader-member relationships and counterproductive work behavior of employees exists in the context of Chinese culture.We proposed a conceptual model to show the relationships between leader-member exchange and counterproductive work behavior from the perspective of interpersonal justice perception. This model integrates leader-member exchange and counterproductive work behavior theories. We collected empirical data and analyzed 504 dyad relationships of leaders and employees. Our research findings showed that counterproductive work behaviors follow the path from the leader-member exchange to the interpersonal justice perception.Chinese culture has the influence of adjusting the relationship between leader-member exchange and counterproductive work behavior.We primarily studied the direct, indirect and adjusted models of leader-member exchange and counterproductive work behaviors. The direct model discussed the relationship between leader-member exchange and counterproductive work behaviors. The indirect model discussed the mediating effect of interpersonal justice perception. The adjusted model discussed the moderate effect of Chinese modernity.The direct model shows that a negative relationship exists between the leader-member exchange (LMX) and counterproductive work behavior in the context of Chinese culture. If supervisors create high quality LMX relationships by valuing the importance of communication, subordinates will internalize the caring for their supervisors and show obligation to return favors. As a result,subordinates will show a lesser degree of counterproductive work behavior. The indirect model discusses the relationship between leader-member exchange and counterproductive work behaviors mediated by the interpersonal justice perception. Leader-member exchange indirectly affects counterproductive work behavior by influencing interpersonal justice perception.High-quality leader-member exchange can indirectly affect an employee's counterproductive work behavior by enhancing the interpersonal justice perception of subordinates. The adjusted model illustrates the relationship between leader-member exchange and counterproductive work behavior moderated by Chinese modernity. Chinese modernity can help adjust the relationship between leadermember exchange and counterproductive work behaviors. The correlation between leader-member exchange and counterproductive work behavior is significant for low Chinese modernity employees, but not significant for high Chinese modernity employees.In summary, this study analyzes counterproductive work behavior from the perspective of leader-member exchange. Our research results show that the impact of leader-member exchange relationships on an employee's counterproductive work behaviors in Chinese culture cannot be underestimated. Chinese firms can try to prevent counterproductive work behaviors of employees from the perspective of leader-member exchange.%通过问卷调查和分析本土企业管理者及其直接下属的跨截面配对样本,本文试图研究领导-部属交换与员工反生产行为的作用机制,尤其是互动公平在其中的中介作用以及中国人现代性的调节作用.发现:领导-部属交换与员工的反生产行为显著负相关,并且互动公平感在两者间起完全中介作用,中国人现代性对领导-部属交换与员工反生产行为之间的关系具有显著的调节效应.
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