Abstract
The Leader-Member exchange (LMX) theory of leadership states that leaders do behave differently towards the various members in their work unit. Relatively little attention has been devoted to the question of whether members' perceptions of differential treatment on the part of the leader affects their commitment to the work unit. Perceptions of the amount of differential treatment within their work unit did not explain additional variance in members' work unit commitment after the effects of LMX quality were accounted for. There was, however, a significant interaction effect of LMX quality and differential treatment on work unit commitment. The perception of a large number of differential treatment incidents seems to act as a neutralizer with respect to the positive effects LMX quality may have.
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