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Leader-member exchange and organizational citizenship behaviors: Contextual effects of leader power distance and group task interdependence

TitleLeader-member exchange and organizational citizenship behaviors: Contextual effects of leader power distance and group task interdependence
Publication TypeJournal Article
Year of Publication2017
AuthorsAnand, S, Vidyarthi, P, Rolnicki, S
JournalThe Leadership Quarterly
Date PublishedJan-12-2017
ISSN10489843
KeywordsLeader-member exchange, OCB, Power distance, Task interdependence
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.

URLhttp://www.sciencedirect.com/science/article/pii/S1048984317307312
DOI10.1016/j.leaqua.2017.11.002
Short TitleThe Leadership Quarterly