Based on social comparison theory, we propose a cross-level contingent process model to in-vestigate how the relative standing of leader-member exchange (RLMX) at both the interpersonal level (interpersonal RLMX) and the intergroup level (intergroup RLMX) influence employee in-novative behavior in blended teams. Using multi-source data of 347 employees from 35 bank branches, we found that interpersonal and intergroup RLMX have asymmetrical effects on innova-tive behavior of employees. The positive influence of interpersonal RLMX on individual innovative behavior is stronger for internal workers than for temporary workers, whereas the posi-tive influence of intergroup RLMX on individual innovative behavior is stronger for temporary workers, especially in teams where the relative size of temporary workers is large.