Leader–member exchange and organizational citizenship behavior: The roles of identification with leader and leader's reputation

Jiaxin Huang1, Lin Wang2, Jun Xie3
1School of Business Administration, Guangdong University of Finance and Economics, People’s Republic of China
2Lingnan College, Sun Yat-sen University, People’s Republic of China
3Center for Cantonese Merchants Research, Guangdong University of Foreign Studies, People’s Republic of China
Cite this article:  Huang, J., Wang, L., & Xie, J. (2014). Leader–member exchange and organizational citizenship behavior: The roles of identification with leader and leader's reputation. Social Behavior and Personality: An international journal, 42, 1699-1712.

Volume 42 Issue 10 | e4066 | Published: November 2014 | DOI: https://doi.org/10.2224/sbp.2014.42.10.1699

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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 supervisor–subordinate 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.

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