| dc.description.abstract | Background: Research on leader-follower relationships has shown that high levels of leader- follower exchange (LMX) are associated with lower turnover, increased job satisfaction, and increased organizational commitment. Further, dyadic tenure (time) is one of the few demographic variables that consistently correlate with LMX, indicating that LMX increases over time. Only recently has Bowlby’s attachment theory been introduced into the literature of LMX. Several studies have demonstrated the importance of attachment style in predicting the quality of LMX and understanding how leader-follower relationships develop. Therefore, there is theoretical and empirical support for incorporating attachment styles when studying the development of leader-follower relationships. However, Fein and colleagues found mixed results in a recent review concerning the relationship between attachment style and LMX, possibly due to the absence of moderating and mediating variables. Thus, there is a need for a deeper understanding of the moderators and mediators involved in the attachment-LMX relationship. This study aims to fill some gaps in the attachment-LMX literature by investigating how leaders' avoidant attachment affects the quality of LMX over time. Methods: An explanatory sequential mixed method with two phases was used. Quantitative data was collected from 169 leader-followers dyads measuring leaders’ attachment style, follower-rated LMX, and dyadic tenure. Subsequently, six leaders with an avoidant attachment orientation were identified, and qualitative data were collected using semi- structured interviews. The qualitative data were analyzed using reflexive thematic analyses. Quantitative and qualitative results were mixed. Results: Our results indicate that leaders’ degree of avoidant attachment style moderates the effect of dyadic tenure on LMX quality. Low levels of attachment avoidance led to a positive development of relational quality over time. In contrast, high levels of attachment avoidance were associated with a lack of positive development. Simple slope analysis showed significant results in the low (-1 SD) attachment avoidance condition but not in the high (+1 SD) condition. The results of the reflexive thematic analysis were three main themes that suggest potential mechanisms explaining why leaders with avoidant attachment struggle to improve LMX quality over time: 1) Avoidance of closeness. This theme focuses on leaders' desire to maintain a distance from their followers, which results in a tendency to withdraw, dislike follow-up over time, and keep a clear distinction between work and personal matters. 2) Difficulties with relational challenges. The theme emphasizes the uncertainty the leaders experience when facing relational challenges, which leads to avoidance and an inability to repair and resolve the challenges. 3) Negative attributions. The theme focuses on the leaders’ tendency to explain relational challenges to personal characteristics or actions of the follower. Conclusions: This study provides insight into the effects of leaders’ avoidant attachment orientation on the development of LMX over time. By using a mixed methods approach, we were able to illustrate the complexity and opportunities associated with studying leadership and LMX through the lens of attachment theory. | eng |