Leader-Member Exchange as a Mediator of the Relationship Between Transformational Leadership and Followers' Performance and Organizational Citizenship Behavior

By Hui Wang, K. Law, Rick D. Hackett, Duanxu Wang, Z. Chen. 2005

1,454 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Social Psychology

View Paper: https://www.semanticscholar.org/paper/91442efe19b7f902e27ef088895255c3fd19bdcc

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In Organizational Behavior and Human Resource Management

In Social Psychology

Citations in the corpus

The Impact of Servant Leadership on Hotel Employees’ “Servant Behavior” (2013, background): “One way that followers may do this is to go beyond required behavior and engage in OCB (H. Wang et al. 2005).”
Transformational Leadership and Organizational Citizenship Behaviors: The Role of Organizational Identification (2012, background): “This study does coincide with previous research (Piccolo & Colquitt, 2006; Podsakoff et al., 1990; Wang et al., 2005) in finding that transformational leadership is a significant predictor of employees’ reported OCBs.”
Social capital and innovation in R&D teams: the mediating roles of psychological safety and learning from mistakes (2013, positive): “This was to exam the effects of changing construct ordering as recommended by Wang et al. (2005).”
Authentic Leadership and Employee Voice Behavior: A Multi-Level Psychological Process (2011, neutral): “In theoretical position, authentic leadership focuses on the behaviors of leaders, such as transformational leadership and charismatic leadership; The LMX theory focuses on the mutual relationship between supervisors and subordinates (Wang et al. 2005).”
The Impact of Transformational Leadership on Employee Sustainable Performance: The Mediating Role of Organizational Citizenship Behavior (2017, background): “As transformational leadership emphasizes cultivating employee collectivism and helping employees achieve extraordinary goals, it then becomes easy for employees to show organizational citizenship behavior [18,33].”
Transformational Leadership, Cohesion Perceptions, and Employee Cynicism About Organizational Change (2007, methodology): “We used four dimensions of TFL as the indicators and randomly averaged the informational justice, interpersonal justice, cohesion perceptions, and CAOC items to create two 338 THE JOURNAL OF APPLIED BEHAVIORAL SCIENCE September 2007 indicators for each construct (H. Wang et al., 2005).”
Organizational citizenship behavior: A review and extension of its nomological network (2008, background): “For example, Wang et al. (2005) demonstrated that leader-member exchange fully mediated the effect of transformational leadership on citizenship.”
Influence of leader behaviors on the leader‐member exchange relationship (2009, background): “Several studies found that LMX was correlated significantly with a composite measure of transformational leadership (Basu and Green, 1997; Bettencourt, 2004; Howell and Hall-Merenda, 1999; Lee, 2008; Piccolo and Colquitt, 2006; Pillai et al., 1999; Tse and Lam, 2008; Wang et al., 2005).”