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Following Hackett et al.'s treatment of the reasonably established role of leader‐member exchange (LMX) in employee outcomes, this paper seeks to examine the mechanism which operates between LMX and various work outcomes in an attempt to bridge this gap in the literature.

The hypotheses were tested using data from 306 working software professionals in India. Data were collected through a structured questionnaire that contained standardized scales of LMX (perceived contribution and affect), satisfaction, commitment, and citizenship behavior (loyalty).

A confirmatory factor analysis (CFA) was done to examine the dimensionality of the study variables. Results provide support to all the hypotheses.

Data were collected from a single source, direction of causality is assumed (not tested) and all the data were collected through self‐reports. Some measures are taken to control them.

The findings have implications for LMX enhancement interventions. Focusing on enhancement of the LMX‐Contribution dimension is more likely to improve the organization level commitment and citizenship behavior, whereas LMX‐Affect is likely to result in more affective reactions like satisfaction with the supervisor and the job.

The study adds to the literature by testing the proposed model in the Indian context, thus providing some empirical cross‐cultural validity to LMX‐subordinate‐related work outcomes relationships.