Leader-member exchange and citizenship behaviors: a meta-analysis.

By R. Ilies, J. Nahrgang, F. Morgeson. Journal of Applied Psychology, 2007

1,199 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Social Psychology

View Paper: https://www.semanticscholar.org/paper/2df8944e4c957c90ea082cbdf1a4165366688c51

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Organizational Behavior and Human Resource Management

In Social Psychology

Citations in the corpus

Servant leadership, procedural justice climate, service climate, employee attitudes, and organizational citizenship behavior: a cross-level investigation. (2010, background): “The evidence regarding the incremental validity of servant leadership in explaining variance in employee attitudes and behaviors beyond leader–member exchange and transformational leadership is important given how strongly leader–member exchange and transformational leadership behaviors are associat”
HOW LEADER–MEMBER EXCHANGE INFLUENCES EFFECTIVE WORK BEHAVIORS: SOCIAL EXCHANGE AND INTERNAL–EXTERNAL EFFICACY PERSPECTIVES (2011, background): “, Erdogan & Enders, 2007; Gerstner & Day, 1997), as well as making employees more willing to engage in OCBs (Ilies et al., 2007) and voluntary learning behaviors (Schyns, 2004; Walumbwa et al.”
How Does Supervisory Family Support Influence Employees’ Attitudes and Behaviors? A Social Exchange Perspective (2014, background): “Social exchange theory stipulates that employees in a highquality exchange relationship with their supervisors may go above and beyond the call of duty to maintain and to further develop the relationship (Ilies et al., 2007).”
Leaders’ Personal Wisdom and Leader–Member Exchange Quality: The Role of Individualized Consideration (2014, background): “have positive effects on follower satisfaction, performance, and organizational citizenship behavior (Gerstner and Day 1997; Ilies et al. 2007).”
Less need to be there: Cross-level effects of work practices that support work-life flexibility and enhance group processes and group-level OCB (2007, background): “A growing body of empirical research demonstrates differences in the antecedents and consequences for these two types of OCB (Ilies et al., 2007; Kaufman et al., 2001; Settoon & Mossholder, 2002).”