Department of Management


Date of this Version



Published in Journal of Applied Psychology 86:4 (2001), pp. 697–708; doi 10.1037/0021-9010.86.4.697 Copyright © 2001 American Psychological Association. Used by permission. “This article may not exactly replicate the final version published in the APA journal. It is not the copy of record.”


Two hundred thirty-two manager-subordinate dyads provided data on the effort expended toward the development of leader-member exchange (LMX) relationships, how such effort related to expectations about relationship quality, and intentions to exert future effort toward relationship development. For both managers and subordinates, higher quality LMX relationships were reported and expectations were met when the other member of the dyad put forth effort into relationship development. One’s own higher effort coupled with lower effort by the other was associated with a lower quality LMX relationship. Examination of the 4 dimensions of LMX (R. C. Liden & J. M. Maslyn, 1998) revealed unique effects depending on the dimension considered. In addition, LMX and relationship tenure interacted, showing that future effort toward relationship development was greatest when individuals had been in higher quality relationships for longer periods of time.