The Effect of Leader-Member Exchange Differentiation Within Work Units on Coworker Exchange and Organizational Citizenship Behaviors

2013 ◽  
Vol 30 (4) ◽  
pp. 313-322 ◽  
Author(s):  
Colin R. Baker ◽  
Leah M. Omilion-Hodges
Keyword(s):  
Organizational Citizenship ◽  
Organizational Citizenship Behaviors ◽  
Leader Member Exchange ◽  
Citizenship Behaviors ◽  
Coworker Exchange ◽  
Member Exchange ◽  
Work Units

scholarly journals The influence of cognitive style diversity on intra-group relationship conflict, individual-level organizational citizenship behaviors and the moderating role of leader-member-exchange

2019 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Meng Qi ◽  
Steven John Armstrong
Keyword(s):  
Cognitive Style ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behaviors ◽  
Relationship Conflict ◽  
Leader Member Exchange ◽  
Citizenship Behaviors ◽  
Content Type ◽  
Individual Level ◽  
Member Exchange

Purpose This paper aims to investigate the influence of cognitive style diversity on intra-group relationship conflict and individual-level organizational citizenship behaviors (OCBs). The role of leader-member exchange as a moderating variable is also examined. Design/methodology/approach The authors used hierarchical linear modeling and hierarchical regression analysis to analyze results from a sample of 344 members from 83 teams nested within 126 departments in six manufacturing organizations in the People’s Republic of China. Findings Results yielded general support for our hypothesized relationships between cognitive style diversity and intra-group relationship conflict. Leader-member exchange was also found to moderate the relationship between these two variables. Contrary to expectations, there were no relationships between these variables and individual-level organizational citizenship behaviors. Originality/value This research addresses calls from the team diversity and conflict literature to address the understudied area of deep-level cognitive diversity. Second, this study addresses previous calls for more team-level and mixed-level theory and methodology to inform OCB research. Third, this is the first study of group-level cognitive style diversity and the moderating influence of leader-member-exchange and provides valuable insights into ways of mitigating some of the negative effects of cognitive diversity on teams.

Paternalistic leadership, subordinate perceived leader–member exchange and organizational citizenship behavior

2015 ◽  
Vol 21 (3) ◽  
pp. 291-306 ◽  
Author(s):  
Chaoying Tang ◽  
Stefanie E Naumann
Keyword(s):  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Organizational Citizenship Behaviors ◽  
Three Dimensions ◽  
Moral Leadership ◽  
Leader Member Exchange ◽  
Citizenship Behaviors ◽  
Paternalistic Leadership ◽  
Benevolent Leadership ◽  
Member Exchange

AbstractChinese paternalistic leadership (PL) includes three dimensions: benevolence, morality and authoritarianism. Benevolent leadership positively affects organizational citizenship behaviors through leader–member exchange (LMX). Resource limitations of supervisors bring about LMX differentiations within groups. Little research has addressed the moderating effect of LMX differentiations on the three dimensions of paternalistic leadership and organizational citizenship behaviors. In a study on 307 team members and leaders in 47 teams in two hotels in China, we found that benevolence and moral leadership had a positive effect on organizational citizenship behaviors, whereas authoritarian leadership did not. Team LMX differentiations moderated the relationship between moral leadership, authoritarianism leadership and LMX.

scholarly journals Work Tenure and Organizational Citizenship Behaviors; A Study in Ghanaian Technical Universities

2021 ◽  
Vol 13 (24) ◽  
pp. 13762
Author(s):  
Eli Ayawo Atatsi ◽  
Jol Stoffers ◽  
Ad Kil
Keyword(s):  
Organizational Citizenship ◽  
Organizational Citizenship Behaviors ◽  
Employee Productivity ◽  
Citizenship Behaviors ◽  
Convenience Sample ◽  
Member Exchange ◽  
And Performance ◽  
Work Tenure ◽  
Organizational Tenure ◽  
The Relationship

This study investigates linear and non-linear associations among work tenure, organizational tenure, and organizational citizenship behaviors (OCB), and between leader–member exchange (LMX) and OCBs. A deductive approach was employed to collect data from academics. Using a convenience sample of 364 lecturers from six technical universities in Ghana, stepwise OLS regression analysis suggests that LMX correlates positively with OCBs. The relationship between work tenure and OCB was positive, with longer-tenured employees engaging in more OCBs. The effect of organizational tenure was, however, non-significant. Findings from this study have both theoretical and practical implications. Theoretically, this study adds to the literature on OCBs and LMX, and further enhances the understanding of how tenure in an organization can foster employee productivity. Practicaly, human resource practitioners and managers of higher education institutions can benefit from the findings of this study due to the implicit effects of both work and organizational tenure on workers’ attitudes, behaviors, and performance. This is a novel and pioneering study in an understudied context that examines work tenure, organizational tenure, LMX, and OCB in six public technical universities.

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