Document Type

Book Chapter

Publication Date


Publication Title

Impact of Leadership



Publisher Name

Center for Creative Leadership

Publisher Location

Greensboro, NC


The key to improvfrig performance appraisals in organizations may be the leadership exchange processes that occur between managers and subordinates. We suggest two ways in which this might unfold: (a) the direct relationships among leadership attention, tenure with supervisor, and actual performance appraisal rating and (b) the cqnfiguration of these three variables around the organization's structure in which differences between supervisory groups are highlighted. Our findings suggest that all three variables are significantly related. For leadership attention and performance appraisal, an individual-level model best applies. A group model is implied for leaders~ip attention and tenure with supervisor, whereby entire supervisory groups that have longer tenure with their supervisor also receive, on average, higher amounts of leadership attention.




Author Posting. © Center for Creative Leadership, 1992. This chapter is posted here by permission of the Center for Creative Leadership for personal use, not for redistribution. The chapter was published in The Impact of Leadership, 1992.

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