Leader-member exchange and organizational citizenship behavior: A new perspective from perceived insider status and Chinese traditionality

Abstract

Although much research has been done on the relationship between leader-member exchange (LMX) and organizational citizenship behavior (OCB), little attention has been paid to the mechanism underpinning the relationship. Based on a sample of 214 supervisor-subordinate dyads from indigenous family business in China, this paper examines the mechanism by which LMX affects OCB, especially the mediating role of perceived insider status and the moderating role of Chinese traditionality. Structural equation modeling results show that: (1) LMX is positively related to OCB, and (2) perceived insider status fully mediates the relationship between LMX and OCB. Hierarchical regression results further reveal that Chinese traditionality moderates the effect of LMX on perceived insider status.

Confucian Values in Public Organizations: Distinctive Efects of Two Interpersonal Norms on Public Employees’ Work Morale

“…Pioneered by Yang, Yu, and Yeh (1991), submission to authority as a traditional Confucian value is frequently addressed in management, psychology, and education when scholars research Chinese traditionalism (Farh, Hackett, & Liang, 2007;Wang, Chu, & Ni, 2010;Wen & Clément, 2003). Figures of authority in a Chinese society, according to Yang et al (1991), include parents, older brothers in a family, seniors in a clan, organization or community leaders, and political leaders of a nation.…”

Compulsory Citizenship Behavior and Organizational Citizenship Behavior: The Role of Organizational Identification and Perceived Interactional Justice

“…This is because in Chinese culture (i.e., relationshiporientation and collectivism), employees' perceptions of self-concept are enhanced through the interpersonal relationships they develop at work, whereas in Western culture (i.e., low power distance and individualism), self-concept mainly reflects an independent entity (Wang & Chu, 2010). Thus, Chinese employees are more concerned with the exchange between supervisor and subordinate (i.e., interactional justice; Cropanzano et al, 2002) in such a relationship-oriented cultural setting (Zhang, Song, Hackett, & Bycio, 2006).…”

Supervisor–Subordinate Relationship, Differentiation, and Employee Creativity: A Self‐Categorization Perspective

“…One major omission in the above explanatory models is examination of individual cognitive process of self‐categorization. Despite the growing evidence showing that an individual's self‐categorization is malleable in a social context (Chen & Aryee, ; Wang, Chu & Ni, ) and cognitive process further plays a central role in creative problem‐solving (Mumford, Medeiros & Partlow, ), no prior study has touched on this self‐categorization process underlying the LMX–creativity link. According to self‐categorization theory (Turner, Hogg, Oakes, Reicher & Wetherell, ), self‐categorization mainly emphasizes an individual's self‐concept, representing a cognitive awareness of one's membership in a social group (Tajfel, , p. 372).…”