Team-member and leader-member exchange, engagement, and turnover intentions: implications for human resource development

Filiz Tabak, Or Shkoler, Mariana Lebron, Edna Rabenu

Research output: Contribution to journalArticlepeer-review

3 Scopus citations


This study investigated the underlying dynamics between team member exchange (TMX) quality, leader-member exchange (LMX) quality, engagement, and turnover intentions through the lens of Job Demands-Resources (JD-R) theory. Data were collected from 407 employees working at United States and Israeli firms via a questionnaire. Findings indicated that work engagement mediates the relationship between TMX quality and turnover intentions and that LMX moderates this mediation. Specifically, in high and moderate LMX quality conditions, the impact of TMX quality on work engagement was stronger; and LMX moderated the impact of work engagement on turnover intentions by lowering turnover intentions further. When leader-member relations were not of high or moderate quality, TMX quality did not associate significantly with employee work engagement. Findings contribute to human resource development (HRD) literature on work engagement and turnover by addressing a) the connection between TMX and engagement, b) the mediation effect of engagement in the relationship between TMX and turnover intentions, and c) moderating effect of LMX. Implications for human resource development practices, in particular, for managerial training and leadership development and for performance appraisal, were discussed with the focus on team building to promote individual work engagement and reduce turnover.

Original languageEnglish
Pages (from-to)169-194
Number of pages26
JournalHuman Resource Development International
Issue number2
StatePublished - 2024
Externally publishedYes

Bibliographical note

Publisher Copyright:
© 2023 Informa UK Limited, trading as Taylor & Francis Group.


  • leader-member exchange
  • team-member exchange
  • turnover
  • work engagement


Dive into the research topics of 'Team-member and leader-member exchange, engagement, and turnover intentions: implications for human resource development'. Together they form a unique fingerprint.

Cite this