A communication perspective on leader-member exchange and turnover and promotion

The purpose of this study was to further explore the relationships between leader-member exchange (LMX; Liden, Sparrowe, & Wayne, 1997) and subordinate turnover and promotion through integrating the LMX, social exchange, and social communications literature. In an effort to redress methodological limitations in prior research in this area as well as build upon work conducted in the social communications literature, I explored Waldron's (1991; 2003) claims that subordinates' upward communications aimed at maintaining the LMX mediate between LMX quality and subordinate turnover and promotion. In doing so, I proposed that subordinates' communications aimed at maintaining the LMX were an interactive product of cultural values internalized at the individual level, relationship quality, and the high/low context nature of the work environment. Furthermore, it was contended that leaders' interpretations of these communications are made within the context of the ongoing relationship, and this context influences how these communications influence turnover and promotion.;Hypotheses were examined with data obtained via a web-based survey of 245 employees of a bar and restaurant chain (Time 1) and archival records of their turnover and promotion, six months later (Time 2). Results suggested that for employees who had internalized individualistic cultural values, direct communication maintenance behaviors were more prevalent in high versus low quality LMX relationships. The strength of the cultural influence was more pronounced for individuals working in a high context (office) versus low context (restaurant) setting. Likewise, employees who had internalized uncertainty avoidant values were more likely to use personal communication maintenance behaviors in high versus low quality LMX relationships when they were working in a high (office) rather than low (restaurant) context work environment. The results also indicated that when controlling for subordinates' use of direct communication maintenance behaviors, using personal communications within higher quality LMX relationships had negative implications for subordinate promotion over the short-term.