"The most widely-accepted theory regarding supervisor–subordinate relationship quality is Leader–Member Exchange (LMX) Theory (Graen & Scandura, 1987). According to LMX theory, supervisors form different types of relationships with their various employees and these relationships vary with respect to quality (Graen, Dansereau, & Minami, 1972; Graen & Schiemann, 1978). In general, higher quality supervisor–subordinate relationships (also known as “in-group” relationships) are characterized by higher levels of mutual trust, respect and obligation among the relationship partners. In such relationships, leaders and members learn they can count on one another for support and encouragement. As a result, higher quality relationships function more as “partnerships” where “members move beyond their own self-interests to focus on larger mutual interests” (Graen & Uhl-Bien, 1995). Leader–member relationship quality is associated with a variety of important individual and organizational outcomes. For example, employees in higher quality relationships report higher levels of job satisfaction (Graen, Novak, & Sommerkamp 1982) and commitment to the organization (Nystrom, 1990) than do employees in lower quality relationships. In addition, research indicates leader–member relationship quality is negatively related to employee turnover (Graen, Liden, & Hoel, 1982). Focusing largely on such outcomes, LMX research has given only limited attention to the communication that occurs between leaders and members (e.g., Fairhurst, 1993). This work provides some direction for speculation regarding how leader–member relationship quality might be associated with employee information experiences. High quality LMX relationships tend to be characterized by high levels of trust and self-disclosure (Duchon, Green, & Taber, 1986). As a consequence, supervisors and subordinates may communicate more openly (i.e., more frequently and about more 378 P. M. Sias issues) in high quality relationships than in low quality relationships. Thus, employees in high quality relationships likely receive more information from their supervisors, than those in low quality relationships"