Transformational Leadership and Organisational Citizenship Behaviour: A Moderated Mediation Model of Leader‐Member‐Exchange and Subordinates' Gender

Abstract

Transformational leadership (TL) enhances follower Organizational Citizenship Behavior (OCB) as mediated by leader‐member exchange (LMX). However, the strength of the positive associations among TL, LMX and OCB is subject to significant variability. Accordingly, we draw on several theories (self‐identity, role congruency, self‐concept, and social exchange) to propose that followers' gender moderates the relationships between all three of these variables. We argue differences in societal expectations and/or underlying motivation combine to make leadership of lesser importance to OCB among females than males. Using 202 supervisor‐subordinate dyads from Taiwan, a moderated mediation model of TL‐LMX‐OCB, with subordinate gender as a moderator, was tested. As hypothesised, each of the positive associations among TL, LMX and OCB were weaker for females than for males, thus accounting for some of the variability in the strength of the associations typically observed. Relatedly, although LMX fully mediated the TL‐OCB relationship in the entire sample, this effect was not observed among female subordinates. Further research is required to assess the degree to which these findings apply beyond the Confucian Asian societal cluster.

Team Emotional Intelligence: Emotional Processes as a Link Between Managers and Workers

“…About 30% of teams were comprised solely of men, while the remainder had one or more female members; there were no women-only leadership teams. In light of recent findings in this context (Hackett et al, 2018), future studies should examine whether the gender composition of teams may influence the mediation effect observed here.…”

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“…Thus, the individuals will provide better assistance to their colleagues in organizational social networks. Additionally, if employees have higher quality relation with their supervisorss, the employees will obtain better work opportunity, flexibility, and autonomy (Hackett et al, 2018). These benefits can fulfill individuals' need or desire (Sparrowe & Liden, 1997) that satisfy them.…”

“…Wang et al (2017) found that LMX has positive correlation with employees OCB in hospitality industry. The result of research Hackett et al (2018) it shows that LMX has significantly positive correlation with OCB. Based on theory and the findings, it can be concluded that the more an individual experiences a positive relation with his supervisor, namely high LMX.…”

Organizational Citizenship Behavior Tenaga Penjual: Peran Kepuasan Kerja, Dukungan Rekan Kerja, dan Leader-Member Exchange

“…Individu dengan LMX tinggi akan lebih mudah memperoleh informasi dan sumber daya penting dari atasannya, sehingga individu tersebut lebih dapat memberikan bantuannya kepada teman-teman dalam jejaring sosialnya di organisasi. Lebih lanjut, jika karyawan semakin memiliki hubungan kualitas yang tinggi dengan atasannya, maka karyawan tersebut akan semakin memiliki kesempatan karir, fleksibilitas, dan otonomi (Hackett et al, 2018). Benefit ini bisa membuat individu terpenuhi kebutuhan/keingginannya (Sparrowe dan Liden, 1997) yang membuat ia puas.…”