This study furthers the research on leader–member exchange (LMX) and organizational job embeddedness by examining the relationships between these variables and three workplace outcomes. In particular we employ the Conservation of Resources theory to hypothesize LMX as a predictor of organizational job embeddedness and organizational job embeddedness to be a predictor of the outcomes of job satisfaction turnover intentions and actual turnover.  Further we suggest organizational job embeddedness is an intermediary mechanism that
mediates the LMX–outcome relationships. We examine these proposed relationships in a sample of 205 automobile employees. In general our results provide strong support for the proposed associations. Contributions limitations practical implications and directions for future research are offered.