Leader-member exchange and organizational citizenship behaviors: Contextual effects of leader power distance and group task interdependence
By Smriti Anand, P. Vidyarthi, Sandra Rolnicki. Leadership Quarterly, 2017
131 citations recorded by the source corpus.
Abstract In this paper we explore the context of the relationship between leader-member exchange and organizational citizenship behaviors (OCB). We maintain that workgroup leader's power distance and the extent of task interdependence in the group exert cross-level effects on the LMX-OCB relationship. We assert that leader power distance attenuates the relationship between LMX and OCB, and this effect is stronger in workgroups with high degree of task interdependence. Results of hierarchical linear modeling analysis of data gathered from 245 employees nested in 54 workgroups supported our hypotheses. LMX-OCB relationship was weaker in workgroups led by high power distance leaders. Further, the three-way cross-level interaction between LMX, leader power distance and group task interdependence demonstrated that the tendency for LMX to have a stronger positive effect on OCB when leader power distance was low rather than high was more pronounced in high task interdependence teams.
Subfields: Organizational Behavior and Human Resource Management, Social Psychology
View Paper: https://www.semanticscholar.org/paper/04819c775292444bbdc895bd69c714fdddbf567e
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In Organizational Behavior and Human Resource Management
In Social Psychology
Citations in the corpus
- Environmentally specific transformational leadership and team pro-environmental behaviors: The roles of pro-environmental goal clarity, pro-environmental harmonious passion, and power distance (2020, background): “The power distance can change how leader attributes, behaviors, and reactions are perceived and responded to by employees (Anand et al., 2018).”