How perceptions of others’ work and impression management motives affect leader–member exchange 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’ perceptions one another’s work impression management (IM) motives leader–member exchange (LMX) over time in newly formed teams. We test our hypotheses using two-level bivariate latent change score investigate how changes quality LMX from t − 1 relate subordinate’s at while controlling for unobserved individual differences. The implications findings research, method, practice are discussed. Practitioner points For subordinates, strong help build good leader–follower relationships, which turn should enhance such motives. ‘You never get second chance make first impression’; employees managers all organizational levels recognize importance their behaviour is perceived beginning interaction. However, if subordinates continuously as having high IM motives, this may negatively LMX.