Moderating effects of initial leader-member exchange status on the effects of a leadership intervention

Terri A. Scandura, George B. Graen

Research output: Contribution to journalArticlepeer-review

702 Scopus citations


In a field experiment involving 83 computer-processing employees of a large service organization, a leadership intervention based on the leader-member exchange (LMX) model was tested against a control condition. It was hypothesized that Ss having initially low LMX would respond more positively (after adjusting for regression effects) to the leadership intervention than those having higher quality relationships. Dependent measures included scores on the Job Diagnostic Survey and Role Orientation Index and work productivity. Analysis of interaction effects indicated that comparing the leadership intervention condition to the control condition, the initially low-LMX group showed significant gains in productivity, job satisfaction, and supervisor satisfaction compared to the initially high-LMX group. The initially low-LMX group also perceived significantly higher gains in member availability and support from their supervisors than the initially high-LMX group. The initial quality of LMX appears to moderate the leadership intervention effect in the hypothesized direction. (21 ref) (PsycINFO Database Record (c) 2006 APA, all rights reserved).

Original languageEnglish (US)
Pages (from-to)428-436
Number of pages9
JournalJournal of Applied Psychology
Issue number3
StatePublished - Aug 1 1984
Externally publishedYes


  • leadership intervention, productivity & job satisfaction, computer processing employees with high vs low leader-member exchange status

ASJC Scopus subject areas

  • Applied Psychology


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