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  • The literature on transformational and transactional leadership suggests integrating the leader-member exchange (LMX) approach with research on mentoring. Using LISREL VII confirmatory factor analysis and 183 managerial dyads, we show LMX and mentoring to be empirically distinct from the supervisors' perspective but not from the subordinates' LMX and mentoring each also accounted for.
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Published Online:30 Nov 2017https://doi.org/10.5465/256800

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The literature on transformational and transactional leadership suggests integrating the leader-member exchange (LMX) approach with research on mentoring. Using LISREL VII confirmatory factor analysis and 183 managerial dyads, we show LMX and mentoring to be empirically distinct from the supervisors' perspective but not from the subordinates' LMX and mentoring each also accounted for meaningful incremental variance over the other with respect to rated performance, salary progress, and promotion rate. Implications are briefly discussed.

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    Published in print 1 December 1994
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    We would like to thank this journal's anonymous reviewers for their constructive suggestions and advice on earlier drafts of this article. Support for this research was received from the School of Business Administration, University of Miami, and is gratefully acknowledged.