How leader–member exchange ambivalence influences employee feedback seeking and avoidance

Why mixed signals from bosses matter

Most people have had a boss who can be inspiring one moment and draining the next. This mix of support and strain can leave employees unsure how to act—especially when it comes to asking for or dodging feedback about their work. This study explores what happens inside employees’ minds and emotions when they feel both positive and negative toward their leader at the same time, and how that inner tug-of-war shapes whether they seek honest input or quietly avoid it.

When the relationship feels both good and bad

The authors focus on what they call an “ambivalent” leader–employee relationship: situations where workers see their manager as helpful and caring, yet also demanding, unpredictable, or overly controlling. Because employees depend on leaders for resources, evaluations, and career prospects, this blend of warmth and threat is especially unsettling. It forces people to monitor subtle cues, second-guess intentions, and constantly re-interpret the relationship. That mental and emotional effort, the study argues, becomes a chronic strain that shapes everyday choices around communication at work.

Two mind systems: fast feelings and slow thinking

To explain these choices, the study draws on a popular idea from psychology that our decisions are driven by two interacting systems. One is fast, automatic, and feeling-driven—good for quick protection but prone to fear and bias. The other is slower and more deliberate, helping us step back, reframe problems, and act with long-term goals in mind. The authors suggest that an ambivalent relationship with a leader drains the mental fuel needed for that slower, reflective system. As that system weakens, the fast emotional system takes over, making self-protective reactions—like steering clear of uncomfortable conversations—much more likely.

How exhaustion and rethinking shape feedback behavior

Using survey data from 306 employees in China, the researchers tested how this inner struggle plays out around feedback. They found that ambivalent leader relationships are strongly linked to two internal states: feeling emotionally worn out and having less ability to calmly “reframe” stressful situations. When employees feel more drained, they are especially likely to avoid feedback altogether, for example by dodging meetings after a poor performance. When their capacity to rethink situations constructively is reduced, they become both less willing to ask for feedback and more inclined to evade it. In other words, losing the ability to step back and see feedback as a growth opportunity pushes people toward silence and retreat.

When office politics make everything worse

The study also shows that the wider workplace climate can intensify these effects. In organizations that feel highly political—where people see others as self-serving and maneuvering for advantage—the mixed signals from a leader are interpreted as even more threatening. In such climates, ambivalent relationships with bosses are more likely to fuel emotional exhaustion and further weaken employees’ capacity to calmly rethink tense situations. This combination strengthens the pull toward feedback avoidance and makes it even harder for workers to engage constructively with their supervisors.

What this means for everyday work life

Put simply, the study concludes that when employees experience their boss as both ally and hazard, they are more likely to shut down rather than speak up. This inner conflict drains energy, reduces clear-headed rethinking, and nudges people toward avoiding feedback instead of seeking it—especially in offices where politics are strong. For organizations, the message is clear: consistent, transparent leadership and a less political climate are not just nice-to-haves. They are essential conditions for employees to feel safe enough to ask, “How am I doing?” and to use feedback as a springboard for learning rather than something to fear and escape.

Citation: Qian, H., Cheng, J. How leader–member exchange ambivalence influences employee feedback seeking and avoidance. Sci Rep 16, 8444 (2026). https://doi.org/10.1038/s41598-026-35498-2

Keywords: leader–member relationships, employee feedback, workplace ambivalence, emotional exhaustion, organizational politics