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This research focused on the role of dyadic duration, the amount of time a subordinate has worked for the same supervisor, in leadership dynamics. Specifically, a field study of engineering personnel examined dyadic duration as a moderator of the relationships between supervisory leadership behavior and subordinates' attitudes and behavior. Moderated regression analysis revealed that the length of time a subordinate had served under the same supervisor influenced the relationship between supportive and directive leader behaviors and follower performance. Implications of these findings were discussed, focusing on the exchange process between individual leaders and followers.

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Hypotheses involving relationships between job performance and turnover decisions were tested in two settings within the context of an integrated model. In an initial test with a sample of manufacturing operatives, support was foundfor (a) a curvilinear relationship between performance and turnover intentions, and (b) a satisfaction X performance interaction in predicting such intentions. A second test of the same hypotheses, using actual turnover as a criterion, was conducted for first-line manufacturing supervisors. Only the curvilinear hypothesis received support.

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