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This paper evoked leader‐member exchange (LMX) and transformational leadership theories to explain innovative behavior in leader‐member dyads. Data from 225 leader‐member dyads in a Fortune 500 manufacturing plant found exchange quality to be positively related to follower autonomy, leader support of followers, and follower commitment to the organization. Further, followers who were supported by their leaders and who were committed to the organization were more likely to be innovative. Also, exchange quality was directly related to innovative behaviors. Contrary to expectations, transformational leadership was negatively related to innovative behaviors of followers.

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The study of leadership exchanges is extended by studying both leader-member exchanges (LMXs) and coworker exchanges (CWXs). Data from 110 coworker dyads were used to examine relationships between LMXs and CWXs and between exchange relationships and work attitudes. As predicted, the interaction between 2 coworkers' LMX scores predicted CWX quality for the coworker dyad. Also, after controlling for LMX, greater diversity in a worker's CWX relationships was negatively related to his or her organizational commitment but not job satisfaction. The quality of a worker's CWX relationships, however, did not moderate the relationship between CWX diversity and work attitudes.

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SummaryThis study develops and tests a leadership model that focuses on managers' motivation for attempting the leadership of change. The construct of leadership self-ef®cacy (LSE) is de®ned, and a measure comprising three dimensions (direction-setting, gaining followers' commitment, and overcoming obstacles to change) is developed. Based on Bandura's (1986) social cognitive theory, the primary hypothesis is that high LSE managers will be seen by direct reports as engaging in more leadership attempts. Relationships are also proposed between LSE and several factors that are expected to in¯uence this con®dence judgment. Managers' organizational commitment and crisis perceptions are modelled as potential moderators of the relationship between LSE and leadership attempts. The model was tested through surveys distributed to managers (n 150) and their direct reports (n 415) in a real estate management company and an industrial chemicals ®rm. Positive relationships ( p < 0.05) were found between the ®rst two dimensions of LSE and managers' leadership attempts. An interaction effect involving organizational commitment was discovered for the LSE/overcoming obstacles dimension ( p < 0.05). Several positive relationships were found between LSE dimensions and proposed antecedents, including self-esteem ( p < 0.05), subordinates' performance abilities ( p < 0.05), and managers' job autonomy ( p < 0.05).