How perceptions of others’ work motives and impression management motives affect LMX development: A six-wave latent change score model

Grounded on attribution theory, we propose a dynamic development model to examine the influence of subordinates’ and leaders’ perceived work motives and impression management (IM) motives on leader-member exchange (LMX) over time in newly formed teams. We test our hypotheses using a two-level bivariate latent change score (LCS) model to investigate how change in quality of LMX from t–1 to t is related to the level of perceived subordinate’s work motives at t–1 while controlling for unobserved individual differences. The implications of our findings in research, method, and practice are discussed.