In a field experiment involving 83 computer-processing employees of a large service organization, a leadership intervention based on the Leader-Member Exchange (LMX) model was tested against a control condition The effects of this intervention were hypothesized to depend on the initial quality of the LMX relationship Thus, employees having initially low LMXs with their immediate supervisor were compared to cohorts having initially higher LMXs It was hypothesized that employees having initially low LMX would respond more positively (after adjusting for regression effects) to the leadership intervention than those having higher quality relationships. Analysis of interaction effects indicates that comparing the leadership intervention condition to the control condition, the initially low-LMX group showed significant gams in productivity, job satisfaction, and supervisor satisfaction compared to the initially high-LMX group The initially low-LMX group also perceived significantly higher gains m member availability and support from their supervisors than the initially high-LMX group. The initial quality of LMX appears to moderate the leadership intervention effect in the hypothesized direction. The implications of these results are discussedThe dynamics of the processes that produce social structures (Weick, 1969) between persons in hierarchical organizations have been termed role making (Graen, 1976). Research on role making in leader-member dyads has indicated a consistent pattern characterized by leader-member transactions. In exchange for positional resources from a leader, the member commits himself or herself to higher degrees of involvement in the unit's functioning (Dansereau, Graen, & Haga, 1975). This source of influence can involve highly valued outcomes for both the superior and the member. The superior can offer outcomes of increased job latitude, influence m decision making, open communications, support of the member's actions, and confidence in and consideration for the member. The member can reciprocate with greater availability and com-

The growing interest in paternalistic leadership research has led to a recent proliferation of diverse definitions and perspectives, as well as a limited number of empirical studies. Consequently, the diversity of perspectives has resulted in conceptual ambiguities, as well as contradictory empirical findings. In this article, the authors review research on paternalistic leadership in an effort to assess the current state of the literature. They investigate the construct of paternalistic leadership and review the findings related to its outcomes and antecedents as well as the various measurement scales used in paternalistic leadership research. On the basis of this review, the article concludes with an agenda for future theoretical and empirical research on this emerging and intriguing new area for leadership research.

The literature on mentorship is briefly reviewed, revealing that many studies have documented the functions that mentors provide to proteges, including vocational and psychosocial support. This study investigates the link between these functions and the career mobility outcomes of proteges. Results from a random sample of 244 manufacturing managers supports previous research on the dimensions of mentoring. Further, vocational (coaching) and psycho-social (social support) were found to be related to managers' salary level and promotions. Implications of these results for future studies of mentoring are discussed.

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Psychological contract theory (Rousseau, 1995) suggests that women and those with family responsibilities may negotiate new psychological contracts that include familyresponsive bene®ts such as¯exible work hours. Relationships of gender, family responsibility, and¯exible work hours to organizational commitment and job satisfaction were examined among 160 matched male and female managers in a crossorganizational study. Results revealed that women who perceived their organizations oered¯exible work hours reported higher levels of organizational commitment and job satisfaction than women who did not. Also,¯exible work hours were related to higher organizational commitment and job satisfaction for those having family responsibilities. Implications of these results for future research and organizational policy are discussed. # 1997 by John Wiley & Sons, Ltd.