Leader–Member Exchange and Differentiation: Implications for Civil Servant Performance

Leader–member relationships shape public sector performance, yet how leader–member exchange (LMX) operates through capability and motivation pathways remains underexplored. Drawing on social information processing and career construction theories, this study examines how LMX quality influences civil servant performance through career adaptability and perceived social impact. Moderated mediation analyses of survey data from 363 civil servants in Province A, China, reveal that higher-quality LMX enhances career adaptability and perceived social impact, which, in turn, predict higher task performance and organizational citizenship behavior. However, LMX differentiation weakens these positive effects when perceived as high. In practice, public agencies should prioritize high-quality, low-differentiation LMX systems that enhance civil servants’ performance.