An empirical study of leader member exchange (LMX) on consultants' attitudes and behaviors towards their parent organization

This study focused on the relationship external consultants endured with their client site manager and its impact on turnover intentions. A secondary goal was to provide an empirical examination of the proposed moderating impact of consultants' perceived organizational support on their pro-organizational behaviors, job satisfaction and organizational commitment. Thirdly, this study examined the impact of consultants' Leader Member Exchange (LMX) with their consulted manager on job satisfaction, and organizational commitment to their parent organization. Finally, this study argued that organizational commitment and job satisfaction were mediators of the proposed relationship between LMX and propensity to leave. The theoretical foundation for the LMX is social exchange theory and role theory. Linden and Maslyn's (1998) multidimensional model of the LMX was used to measure the dyadic relationship each consultant shares with their consulted manager. Our sample consisted of consultants in the private sector working away from their parent organization. This study used ANOVA and Multiple Regression Analysis to explicate the research hypotheses. The results of this investigation showed the consequences of consultants' LMX with the consulted manager and the affect of perceived organizational support on consultants' job satisfaction, organizational commitment and propensity to leave their parent organization.