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The Impac o Leade -Membe Mu ual Tenu e on Employee Le el Ou comes – The
Media ing Role o Leade -Membe Exchange Quali y
Syed Zahee Abbas Kazmi1
Abs ac
De i ing i s heo e ical ounda ions om cong uence heo y and pa h dependence
pe spec i e, p esen s udy examines he ela ionship o Leade -Membe Mu ual Tenu e
(LMMT) wi h a ious employee le el ou comes. The s udy also explains unde lying
mechanism i.e Pe cei ed Quali y o Leade -Membe Exchange (LMX). Da a we e
collec ed om 283 employees wo king in he cemen indus y o Pakis an. Co ela ions
and Reg ession we e used o es he di ec ela ions and media ion. Ba on & Kenny's
media ion p ocedu e was u ilized o es he media ion pa hs. The s udy has con i med he
main e ec ela ionships o bo h LMMT and pe cei ed LMX Quali y wi h employee le el
ou comes. LMMT has posi i e signi ican ela ionship wi h Job Sa is ac ion and
O ganiza ional Commi men . I is howe e , nega i ely ela ed wi h Job S ess and
Tu no e In en ions. The LMX Quali y is also posi i ely associa ed wi h Job Sa is ac ion
and O ganiza ional Commi men , while i has nega i e ela ionship wi h Job S ess and
Tu no e In en ions. LMMT does posi i ely in luence he LMX Quali y. Pe cei ed LMX
quali y ully media es he ela ionship be ween LMMT and O ganiza ional Commi men .
Pa ial suppo o he in e ening ole o pe cei ed LMX quali y in ela ionships o
LMMT wi h Job Sa is ac ion, Job S ess and, Tu no e In en ions was also wi nessed.
The s udy has impo an heo e ical and manage ial implica ions. Theo e ically, he
ela ionship be ween LMMT and he employee le el ou comes and he media ion e ec o
LMX Quali y has a ely been es ed be o e; hence making aluable addi ion o he
li e a u e. U iliza ion o da a om cemen indus y o Pakis an p o ides pe spec i es
om Asian economy, a de eloping na ion ha ing di e en cul u e and managemen
p ac ices as compa ed o he Wes e n wo ld. Manage s can u ilize hese esul s o
imp o e he employee le el ou comes h ough imp o ing he LMX Quali y o he
o ganiza ional membe s.
Keywo ds: Leade -Membe Mu ual Tenu e (LMMT), Leade -Membe Exchange
(LMX), O ganiza ional Commi men , Job Sa is ac ion, Job S ess, Tu no e In en ions
In oduc ion
Leade Membe Exchange (LMX) heo y o iginally labeled as Ve ical Dyad
Linkage Theo y (Danse eau, G aen & Haga, 1975) explains he e ical ela ionship
be ween he leade and he membe (No house, 2001; Yukl, 2002). The e a e se e al
1 PhD Schola a he Ka oly Ih ig Doc o al School o Managemen and Business, GTK, Uni e si y
o Deb ecen, Hunga y
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esea ches which ha e paid a en ion o his e y impo an ela ion be ween pe cei ed
quali y o LMX wi h di e en employee le el ou comes such as job pe o mance,
o ganiza ional commi men , job s ess, in en ions o lea e, o ganiza ional ci izenship
beha io (Kim, O‟Neill & Cho, 2009; De Coninck, 2009; Glaso & Eina sen, 2006;
G aen, No ak, & Somme kamp, 1982). Howe e he impac o leade membe mu ual
enu e on quali y o LMX and i s subsequen e ec s on employee le el ou comes has no
ye ecei ed a en ion om esea che s. Resea ch, howe e , has conside ed quali y o
LMX as an independen a iable. Ve y ew o he esea che s ha e conside ed he
media ing ole o quali y o LMX (e.g. Cheng, Lu, Chang & Johns one, 2013). Mu ual
enu e be ween leade and membe may imp o e he quali y o LMX which lea es a
subsequen impac on employee le el ou comes. This gap is he a ea whe e we ha e
ocused his s udy.
The his o y o his heo y occu s in ou dis inc s ages (G aen & UhlBein, 1995).
The i s s age is cha ac e ized wi h he ac ha leade s de elop di e en ela ionship
wi h each o hei membe s (subo dina es). Be o e disco e y o his s age mos o he
leade ship schola s p edominan ly assumed ha leade s ha e simila ela ion and
leade ship beha io s wi h all membe s; he app oach is known as “A e age Leade ship
S yle” (Sch isheim, Cas o & Coglise , 1999). The second s age ocuses on speci ic
cons uc s in ol ed in dyadic ela ion be ween leade and membe . Indi idualized
pa ne ships wi h membe s we e examined in he hi d s age (G aen & UhlBein, 1995).
O ganiza ion o dyads o ne wo ks bo h inside and ou side o ganiza ional bounda ies
we e add essed in he ou h s age. G aen (1976) iews LMX as an exchange ela ion
consis ing o h ee dimensions: compe ence/capabili y, in e pe sonal skills/abili ies and
us . Sch isheim e al. (1999) p oposed six elemen s o desc ibe LMX: loyal y, suppo ,
us /con idence, liking, eedom/la i ude and a en ion.
Quali y o LMX li e a u e has la gely ea ed quali y o LMX as an independen
a iable. The li e a u e has explo ed i s impac on employee le el ou comes. In addi ion
o his, e y ew esea che s ha e in es ed hei ene gies in he sub-con inen egion o
esea ching his a ea. This s udy a gues ha quali y o LMX be ween employee and
his/he supe iso ge s be e wi h he passage o ime as concluded by he ou
phases/s ages o LMX e olu ion (Scandu a 1987; G aen & Uhl-Bien, 1995). Mu ual
enu e be ween employee and his/he boss is s udied as an independen a iable. The
s udy es s ha his mu ual enu e has a posi i e ela ionship wi h quali y o LMX which
in u n has impac on employee le el ou comes.
He e, he s udy in es iga es he ela ion o employee – boss mu ual enu e and
employee le el ou comes iz. o ganiza ional commi men , job sa is ac ion, job s ess and
u no e in en ions. The s udy also explo es he media ing ole o quali y o LMX
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be ween employee – boss mu ual enu e and hese employee le el ou comes. As
discussed ea lie , his ace o he quali y o LMX has ecei ed leas a en ion in he OB
li e a u e. The e o e we o esee an impo an addi ion in he ield o knowledge h ough
his s udy.
Theo y and Hypo heses
Social Exchange heo y (Homans, 1958), ini ially, e ol ed o unde s and he
human beha io ega ding economic exchanges. Today, he heo y has e ol ed om
dyadic o a ne wo k model, whe e social exchange is he olun a y ans e o esou ces
(Cook, 1977). On he o he hand, he O ganiza ional Suppo heo y (Eisenbe ge ,
Hun ing on, Hu chison & Sowa, 1986) explains ha membe s/employees cons uc a
common pe cep ion o opinion abou le el o which o ganiza ion alues hei
con ibu ion o ole and is conce ned abou hei well-being and goodness. This pe cei ed
o hough -ou o ganiza ional suppo inc eases hei le el o commi men . Mu ual enu e
be ween leade and membe may imp o e he quali y o LMX which lea es a subsequen
impac on employee le el ou comes.
Leade -Membe Mu ual Tenu e and Pe cei ed Quali y o LMX
Leade -membe mu ual enu e is he ime spen oge he in an o ganiza ion by he
leade and membe . G aen & Uhl-Bien (1995) a gue o LMX de elopmen in ou
s ages, hese s ages signi y he leade – membe mu ual enu e leng h. Wi h he inc ease
in ime in he mu ual enu e, he quali y o LMX imp o es o e he ime. The e y i s
phase/s age is he ini ializa ion as sugges ed by G aen and con empo a ies (1975, 1982, &
1995) ha analyses he special e ical dyad o wo way ela ion be ween he leade /boss
and his/he membe /subo dina e. The second phase/s age is he in es iga ion o
explo a ion o he cha ac e is ics/dis inc i e ea u es o LMX ela ions and hei
o ganiza ional impac s. The hi d phase o LMX e olu ion, as illus a ed by G aen &
Uhl-Bien (1995), is he p og ession o dual/dyadic o wo-way pa ne ship cons uc ion
which emphasizes on he e olu ion p ocess o pe cei ed quali y o LMX. G aen &
Scandu a (1987) p opose a Ve ical Dyad Linkage de elopmen amewo k whe ein he
boss o leade and he subo dina e o membe s come ac oss a ole- aking, ole-making
and ole- ou ine p ocess in he ea ly on p og ession o hei ela ions. I is now ex ended
o he ou h phase o ne wo k o ien a ions. The ou h s age, as concluded by G aen &
Uhl-Bien (1995), is he o ali y o dis inc dual/dyadic o wo-way ela ions o he le els
o g oups and ne wo ks.
The leade /boss in exchange o subs i u e o his ex a le el o job and
dedica ion/commi men om subo dina e/membe , hen leade expec s he membe ‟s
liking in he assignmen o e e yday jobs, exchanges inc eased le el o expe ience, mo e
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knowledge and in o ma ion, ensu es mo e ewa ds, and pu s mo e con idence in he
subo dina es/membe s o hand o e o delega e au ho i y and esponsibili y, (Bass &
S ogdill, 1990; No house, 2001; Yukl, 2002). Subo dina es/membe s o he ou -g oup
only o mally come o hei o ices/ companies, pe o m hei o icial asks, and hen go
back wi hou o ming any special ela ions wi h hei bosses/leade s (No house, 2001).
Ge s ne & Day, (1997) pu posed ha employees/membe s/subo dina es wi h high
quali y o LMX ela ions ha e inc eased chances o in luence and impac manage ial
decisions and ob ain hei a o i e asks han low-LMX employees. In low-LMX wi h
bosses ell us a ed and he e o e hei pe o mance and job sa is ac ion declines
(Bolino & T unley, 2009). Jassem, Djeba ani & Mellahi (2011) a gue ha inc eased
yea s o expe ience, which we call i as he leade –membe mu ual enu e imp o es he
quali y o LMX pe cei ed by membe . The e o e we a gue ha
Hypo hesis 1: The e is a posi i e ela ion o Leade Membe Mu ual Tenu e wi h
pe cei ed quali y o LMX
Pe cei ed Quali y o Leade Membe Exchange (LMX)
Concei ed om he basic idea o Ve ical Dyad Linkage Model (VDL), LMX is
dis inc i e om he o he heo ies o leade ship in i s ocus on he leade – membe dual
o dyadic ela ionship (Ge ns e & Day, 1997). The mo e adi ional heo ies o
leade ship concen a e on e ec i e leade ai s and beha io s; LMX howe e examines
he quali y o ela ionship be ween leade and membe . Mo e in e es ingly, i
concen a es on he impac o his ela ion on indi idual, g oup and o ganiza ional le el
ou comes (Ge ns e & Day, 1997). Leade and membe a e in ol ed in se ies o
exchanges o e he imes which esul in dyadic ela ions. Examples o such exchanges
may be inc eased job esponsibili y o e ed by he leade . Inc eased e o , pe o mance
o commi men may be ecip oca ed by he membe o leade ‟s such o e (G aen, 1980;
Liden, Scandu a & G aen, 1984; Diensesch & Liden, 1986).
G aen & Scandu a, (1987) discussed a h ee phase/s age amewo k/model o
desc ibe he e olu ion o LMX. These phases a e labeled as ole- aking, ole-making and
ole ou iniza ion. In he i s phase bo h leade and membe iew wo k- ela ed issues
om he pe spec i e o pa ies. The second phase jumps-up o us building. This phase
also add esses ha how leade and membe ‟s ac ions in luence hei a i udes and
beha io s. This pe spec i e aking o he i s phase and us building o he second
phase a e hen inco po a ed in o ou ine o he ela ions/associa ions be ween boss/leade
and subo dina e/membe . Objec i e he e is ha hese beha io s become a ou ine ma e
in all he exchanges which ake place be ween he wo pa ies. This leads o an o e all
high quali y leade -membe exchange. G aen (1976) iews LMX as an exchange ela ion
consis ing o h ee dimensions: compe ence/capabili y, in e pe sonal skills/abili ies and
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us . G aen & UhlBein (1995) howe e iew LMX as combina ion o espec , us and
mu ual obliga ion. Sch isheim e .al, (1999) p oposed six elemen s o desc ibe LMX:
mu ual/ ecip oca ed suppo , eliance/ us , liking, au onomy/la i ude,
conside a ion/a en ion and eliabili y/loyal y.
Pe cei ed Quali y o LMX, Job Sa is ac ion and Commi men
High-LMX is exempli ied by ecu en / egula exchange/sha e o
easu ed/es eemed esou ces and in ol emen /commi men in ac i i ies/ asks ahead o
o icial/p esc ibed obliga ions/ equi emen , howe e , low-LMX depend mo e on he
o icial job ela ions (Liden & Maslyn, 1998). The pa icula ype o exchange
associa ion/ ela ionship impac s he amoun o job- ela ed/p o essional
possessions/ esou ces o e ed o he membe (G aen & Scandu a, 1987) and es ablishes
boss‟s/leade s‟ ac ions/beha io owa ds ollowe s as membe s who a e in-g oup
employees/membe s a e gi en inc eased powe /au onomy and hey exe hei in luence
o powe in decision-making p ocess in compa ison o hose employees who a e ou ou -
g oup membe s wi h hei bosses/leade s (Danse eau e al., 1975). In exchange, in-g oup
membe s/employees espond wi h be e o imp o ed pe o mance/ou come, dec eased
in en ions o qui , and assuming ex a esponsibili ies/ oles (Kelle & Danse eau, 2001).
The me a-analysis ca ied by Ge sne & Day (1997) on heo y o LMX, which co e s
wen y- i e yea s esea ch on he subjec in es iga ed ela ions be ween LMX and i s
links/co ela es and he cons uc o LMX and boss/leade -membe /subo dina e ha mony.
Thei me a-analysis con i med o me esea ch ha explains ha LMX is posi i ely
associa ed o supe io job sa is ac ion in ollowe s, objec i e ou come/pe o mance, and
commi men (Danse eau, Cashman, & G aen, 1973; Danse eau e al., 1975; G aen,
No ak, & Somme all, 1982, G aen & Cashman, 1985). The majo i y o
esea ches/s udies we e based on a dual o win a achmen o connec ion amewo k
ecommended by G aen & Ginsbu gh (1977), whe e he job ea u e a iables (e.g., ask
analyzabili y, skill di e si y, au onomy/independence, eedback/ esponse, e c.) and
leade /boss-membe /subo dina e ela ion o associa ion impac essen ial o ganiza ional
success a iables, such as pe o mance and he job sa is ac ion. LMX has been
ecognized o ha e a posi i e ela ion wi h job sa is ac ion (Ge s ne & Day, 1997;
G aen, No ak, & Somme kamp, 1982; S inge , 2006). Leade – membe ela ion has
se e al a ec i e componen s ( ecogni ion, us a ion, iola ion and unce ain y). These
componen s ha e s ong ela ion wi h subo dina e job sa is ac ion (Glaso & Eina asen:
2006). Ge s ne & Day (1994) and G aen & Uhl-Bien (1995) a gued ha exchanges wi h
high quali y a e no only he ansac ions o gi e and ake be ween leade o boss and
membe o ollowe bu a e ans o ma ional in cha ac e o bo h he leade o boss and
membe o ollowe . The pe cei ed quali y o LMX will u he imp o e employee‟s

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pe cep ion o jus ice abou his/he boss. No only will his bu because o he quali y
LMX, he employee will ha e ole cla i y abou his /he job which will enhance sel
e icacy o he employee (Ande son, 2006). LMX – Job sa is ac ion ela ion was
s onge when ask au onomy was high (Oze , 2008). LMX has shown posi i e ela ion
wi h commi men . (Tie ney, Baue , & Po e , 2002)
The be e he le el o sha ed espec , con idence/ us , and esponsibili y/
obliga ion ha exis s be ween a leade /boss and a ollowe , he be e he in ensi y o job
sa is ac ion ha will be enjoyed by he ollowe due o he in insic and ex insic ewa ds
ha a e possibly o be ecei ed by he membe /employee, u ilizing He zbe g.s e al.
(1959) wo-p ong model o job sa is ac ion and dissa is ac ion. S inge (2006) con i med
ha a posi i e ela ion/associa ion exis s be ween LMX and he job sa is ac ion.
Leade /boss-membe /subo dina e exchange (LMX) heo y explains ha leade s build up
good ela ions wi h some membe s/subo dina es. These employees eel empowe ed and
hence hei sa is ac ion and pe o mance imp o es. Howe e , hose in poo ela ion wi h
bosses eel us a ed and he e o e hei pe o mance and job sa is ac ion declines
(Bolino & Tu nley: 2009). The e o e we p opose he e ha :
Hypo hesis 2a: Pe cei ed Quali y LMX is posi i ely ela ed wi h job sa is ac ion
and:
Hypo hesis 2b: Pe cei ed Quali y LMX is posi i ely ela ed wi h o ganiza ional
commi men
Pe cei ed Quali y LMX and Tu no e In en ions
A lo o empi ical esea ch s udies ha e coupled LMX o employee le el ou comes like
membe /subo dina e sa is ac ion, pe o mance (G aen, No ak, & Somme kamp, 1982),
occupa ion ou comes (Wakabayashi & G aen, 1984) and educed p obabili y o
in en ions o lea e (Vecchio, 1982). Ge sne & Day„s esea ch ound signi ican nega i e
co ela ions be ween LMX and ole con lic and u no e . LMX ela ionship o u no e
and u no e in en has been ague Ge s ne and Day, 1997; Wilhelm, He d, and S eine
(1993). Some esea che s ha e sugges ed ha a cu ilinea ela ionship may exis
be ween LMX and u no e (Mo ow, Suzuki, C um, Ruben, & Pau sch, 2005) and
u no e in en ion (Ha is, Kacma & Wi 2004). The e o e we p opose he e ha :
Hypo hesis 2c: Pe cei ed Quali y LMX is nega i ely ela ed wi h u no e
in en ions
Pe cei ed Quali y o LMX and S ess:
High-LMX supe iso s and non-supe iso y men o s se e as esou ces ha
minimize emo ional exhaus ion h ough inc eased socializa ion and dec eased ole s ess
Thomas & Lankau (2009). Supe iso suppo in luenced he employees‟ OCB indi ec ly
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h ough wo cogni i e p ocesses (job sa is ac ion and pe son–o ganiza ion i ) and one
a ec i e p ocess (job ension o job s ess), i was a gued by Chen & Chiu (2008).
Quali y o leade membe exchange was nega i ely ela ed o ole con lic , ole
ambigui y, low job scope, lack o ca ee p og ess, and lack o pa icipa ion expe ienced
by ollowe s (Nelson, Basu & Pu die, 1998). Being away om one‟s boss causes job
s ess (Lapidus Robe s & Chonko, 1996). The e o e we p opose ha :
Hypo hesis 2d: Pe cei ed Quali y LMX is nega i ely ela ed wi h job s ess
Leade Membe Mu ual Tenu e and Employee Le el Ou comes
K eis & B ockopp (1986) sugges ed ha job sa is ac ion “is ela ed o sel -
pe cep ion o needs ul illmen h ough wo k”. Penning on & Riley (1991) con empla ed
a iew o job sa is ac ion as an ex e nal o in e nal alue. In hei iew, a pe son‟s gene al
assessmen o how sa is ied he/she is on he job is made acco ding o an absolu e ame
o e e ence, while a pe son‟s assessmen o le el o sa is ac ion wi h indi idual job
ace s is based on a ela i e s anda d ha is speci ic o he wo k con ex and ha in ol es
compa ison wi h he si ua ion o o he employees. Weiss & Copanzano (1996) as ci ed in
Thoms, Dose, & Sco (2002), con ended ha “job sa is ac ion ep esen s a pe son‟s
e alua ion o his o he job and wo k con ex .” Linda E ans (1997) de ined eache job
sa is ac ion as a “s a e o mind de e mined by he ex en o which he indi idual pe cei es
his/he job- ela ed needs being me ”.
Spec o (1997) e e s o job sa is ac ion in e ms o how people eel abou hei jobs and
di e en aspec s o hei jobs. Ellickson & Logsdon (2002) suppo his iew by de ining
job sa is ac ion as he ex en o which employees like hei wo k. Sche me ho n (1993)
de ines job sa is ac ion as an a ec i e o emo ional esponse owa ds a ious aspec s o
an employee‟s wo k. The au ho emphasizes ha likely causes o job sa is ac ion include
s a us, supe ision, co-wo ke ela ionships, job con en , emune a ion and ex insic
ewa ds, p omo ion and physical condi ions o he wo k en i onmen , as well as
o ganiza ional s uc u e.
O ganiza ion commi men e e s o he employee‟s emo ional a achmen o,
iden i ica ion wi h, and in ol emen in he o ganiza ion. I is gene ally conside ed as
h ee dimensional cons uc comp ising o a ec i e commi men , con inuance
commi men and no ma i e commi men (Boehman, 2006; Canipe, 2006; Tu ne &
Chelladu ai, 2005; G eenbe g, 2005; Allen & Meye , 1996; Ka asch, 2003). I is
belie ed ha a ec i ely commi ed employees con inue wo king wi h g ea de o ion on
olun a y basis, con inuance commi men ensu es ha employees e ain hei
o ganiza ional membe ship, howe e hose who a e no mally commi ed usually eel
obliga ion on hei pa o s ay in he o ganiza ion. While de ining o ganiza ional
commi men , Po e e al., (1974) de ined i as “s ong belie in and accep ance o he
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o ganiza ional goals and alues, willingness o exe conside able e o on behal o he
o ganiza ion, and a de ini e desi e o main ain o ganiza ional membe ship”. Jans (1989)
has de ined i as he ex en ha an employee accep s, in e nalizes, and pe cei es one‟s
ole based on o ganiza ional alues and goals. Employees becomes commi ed o hei
o ganiza ion when (a) hey own and ha e con ic ion ega ding he mission and alues o
he hei o ganiza ions (b) hey a e mu ually eady o exe hei dedica ed e o s in he
achie emen hei o ganiza ional goals, and (c) hey ha e in ense desi e o con inue
se ing in hei o ganiza ions (Robbins & Coul e , 2003; Jans, 1989; Hun & Mo gan,
1994; Mowday, S ee s, & Po e , 1982). Acco ding o Buchanan (1974); commi men is
“a pa isan o a ec i e a achmen o he aims and alues o an o ganiza ion, o one‟s ole
in ela ion wi h hese aims and alues and o an o ganiza ion o i s own sake”. Acco ding
o he cos -bene i app oach; commi men is “a esul o he pe cep ion o bene i
associa ed wi h s aying in and he pe cep ion o cos associa ed wi h lea ing om an
o ganiza ion” (Kan e , 1968). Acco ding o he no ma i e app oach; commi men is “ he
agg ega e in e nalized no ma i e p essu es o conduc in a manne which mee s
o ganiza ional objec i es and in e es s” (Wiene , 1982). Jassem, Djeba ani & Mellahi
(2011) a gue ha mo e ime in an o ganiza ion o ha ing mo e numbe o yea s as
expe ience impac s he le el o job sa is ac ion. Pu ani & Sahade (2008) a gue abou he
impo ance o indus y expe ience as an impo an a iable o de e mining he u no e
in en ions. Logically iewing, because o he inc eased expe ience he employee and boss
ha e mo e ime oge he , so hei mu ual enu e inc eases. The e o e we a gue:
Hypo hesis 3a: Leade – Membe Mu ual Tenu e has a posi i e ela ion wi h job
sa is ac ion
Hypo hesis 3b: Leade – Membe Mu ual Tenu e has a posi i e ela ion wi h employee
commi men Hypo hesis 3c: Leade – Membe Mu ual Tenu e has a nega i e ela ion
wi h job s ess
Hypo hesis 3d: Leade – Membe Mu ual Tenu e has a nega i e ela ion wi h u no e
in en ions
The Media ing Role o Pe cei ed LMX Quali y
G aen & Uhl-Bien (1995) s a ed he ma u e ela ionship de eloped be ween
dyadic membe s h oughou his o y o exchange esul s in p og essi ely highe deg ees
o mu ual us , espec , and obliga ion wi hin he ela ionship, pe suading ollowe s o
engage in mo e esponsible ac i i ies han hey o he wise would. This esea ch suppo s
leade -membe exchange as bo h a ansac ional and/o ans o ma ional p ocess o
exchange. Speci ically, G aen & Uhl-Bien (1995) sugges ed ha posi i e ou comes a e
ela ed o highe quali y exchanges be ween leade and ollowe : I is mu ual us ,
espec , and obliga ion owa d each o he which empowe s and mo i a es bo h o expand
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beyond he o malized wo k con ac and o malized wo k oles: o g ow ou o hei
p esc ibed jobs and de elop a pa ne ship based on mu ual ecip ocal in luence.
Quali y, na u e and enu e o leade – membe exchange ela ionship ha e impo an
impac on he employee le el o ganiza ion ou comes (Ga land & McCa y, 2010). As he
ou s ages o LMX de elopmen signi y he Leade Membe mu ual enu e so he
media ing ole o quali y o LMX be ween mu ual enu e and employee le el ou comes
needs o be examined
Hypo hesis 4a: Pe cei ed quali y o LMX media es he ela ionship be ween Leade -
Membe Mu ual Tenu e and job sa is ac ion
Hypo hesis 4b: Pe cei ed quali y o LMX media es he ela ionship be ween Leade -
Membe Mu ual Tenu e and o ganiza ional commi men
Hypo hesis 4c: Pe cei ed quali y o LMX media es he ela ionship be ween Leade -
Membe Mu ual Tenu e and job s ess
Hypo hesis 4d: Pe cei ed quali y o LMX media es he ela ionship be ween Leade -
Membe Mu ual Tenu e and u no e in en ions
Figu e1: Model p oposed in his s udy
Me hodology
Resea ch Design
I is a quan i a i e s udy. C oss-sec ional in na u e as he da a was collec ed a
one poin in ime. In he pilo s udy 50 ques ionnai es we e dis ibu ed among he
employees o he cemen indus y. A e he alida ion o esul s om pilo s udy, su ey
was ins umen ed. Su ey me hod o da a collec ion was u ilized in he non-con i ed
se ings.
Sampling
I was decided ha 300 ques ionnai es be collec ed om he esponden s. The
echnique o con enien sampling was used o collec da a. The ques ionnai es we e
Job Sa is ac ion
O ganiza ional
Commi men
Tu no e In en ions
Leade -
Membe
Mu ual Tenu e
Job S ess
LMX
Quali y
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checking i s media ing ole. Ga land & McCa y (2010) also p o ide indica ion o
checking media ing ole o quali y o LMX. Pu ani & Sahade (2008) es ablished ha
employees wi h a long s ay o expe ience a wo kplace had highe le el o job
sa is ac ion and low le els o in en ions o lea e. He ein, i ‟s impo an o no e ha hey
ha e measu ed he mode a ing impac o job expe ience on employee sa is ac ion and
in en ions o qui , hey ha e no measu ed he impac o he mu ual enu e be ween
employee and he boss. Hence, he cu en s udy makes impo an con ibu ions.
P ac ical Implica ions
The cu en s udy p o ides some aluable implica ions o manage ial p ac ice.
Leade Membe Mu ual Tenu e has signi ican impac s on job sa is ac ion, o ganiza ional
commi men job s ess and u no e in en ions. Manage s can y enhancing he mu ual
enu e o employees wi h hei boss o imp o e employee le el ou comes.
Signi ican con ibu ion o his s udy is he media ion e ec s o quali y o
LMX. Manage s can u ilize hese indings o imp o e he quali y o LMM. As he da a
was collec ed om cemen indus y o Pakis an so his speci ically applies o he
indus y.
Limi a ions and Fu u e Resea ch
The cu en s udy has se e al limi a ions. A po en ial limi a ion o his esea ch
is he common c i icism in he c oss sec ional esea ch design. Fu u e esea ch may be
ca ied wi h longi udinal da a o p o ide mo e gene alized esul s. Ano he limi a ion is
same sou ce bias as all da a ega ding dependen , independen and media o a iables is
collec ed om he same esponden s.
Fu u e esea ch may also be ca ied o s udy he impac o LMMT and quali y o LMX on
o he employee le el ou comes such as job pe o mance, OCB and u no e .
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