Leader-Member Exchange and Organizational Citizenship Behavior: the Roles of Identification with Leader and Leader's Reputation

Abstract

We used identification theory to develop a model of the processes linking leader-member exchange (LMX) to organizational citizenship behavior. Using a sample of 262 supervisorsubordinate dyads collected in China, we found that followers' identification with the leader mediated the influence of LMX on organizational citizenship behavior. We also found that perceived group leader's reputation moderated the relationship between LMX and identification with the leader, in that the relationship was stronger for individuals scoring high on perceived group leader's reputation than it was for those scoring low. Implications for research and practice are discussed.

Lessons Learned from Introducing the Characteristic of an Outstanding Medical Teacher: Its Implication in Role Modeling and Professionalism

“…Based on our results, a role model is a person who is looked up by other people and whose behaviors and success are copied. A study by Huang et al (2014) revealed that in the Leader-Member Exchange Theory, leaders are aware of their reputation and work to maintain a positive one in line with the organizational values. They also develop strong relationships with their follower and invest in them.…”

Organisational citizenship behaviour: Sensitization to an organisational phenomenon

“…There is an increase in OCB where PA is present (Gilmore et al., ; Spence, Brown, Keeping, & Lian, ) and vice‐versa in the presence of negative affectivity (Kegans et al., ). Of interest, is the influence a manager can have on an employee's personal identification through a high‐quality relationship with him (Huang, Wang, & Xie, ). Huang et al.…”

“…Huang et al. () indicate that through this positive influence on the employee's personal identification, managers can motivate employees to partake in OCB by affecting their self‐esteem (Wu & Li, ).…”

“…There is an increase in OCB where PA is present (Gilmore et al, 2013;Spence, Brown, Keeping, & Lian, 2014) and vice-versa in the presence of negative affectivity (Kegans et al, 2012). Of interest, is the influence a manager can have on an employee's personal identification through a high-quality relationship with him (Huang, Wang, & Xie, 2014). Huang et al (2014) indicate that through this positive influence on the employee's personal identification, managers can motivate employees to partake in OCB by affecting their self-esteem (Wu & Li, 2015).…”

“…Of interest, is the influence a manager can have on an employee's personal identification through a high-quality relationship with him (Huang, Wang, & Xie, 2014). Huang et al (2014) indicate that through this positive influence on the employee's personal identification, managers can motivate employees to partake in OCB by affecting their self-esteem (Wu & Li, 2015).…”