Leader-member exchange and citizenship behaviors: A meta-analysis.
verifiedrich profile · Journal of Applied Psychology · 2007
Ilies, Remus; Nahrgang, Jennifer D.; Morgeson, Frederick P.
How this was studied
A meta-analytic synthesis — it pools many primary studies rather than running a single design, so there is no single-study diagram.
What this article reports
The findings we extracted from this work, normalized into Principia’s relationship form (X → Y). Each feeds the synthesized models below.
leader member exchange lmx → organizational citizenship behavior ocb
Models this article informs
The meta-analytic priors this article contributes evidence to — its place in the broader synthesis.
leader member exchange lmx correlates organizational citizenship behavior ocb
leader member exchange lmx predicts organizational citizenship behavior ocb
In the authors’ words
The article’s own abstract.
This article provides a meta-analytic review of the relationship between the quality of leader-member exchanges (LMX) and citizenship behaviors performed by employees. Results based on 50 independent samples (N = 9,324) indicate a moderately strong, positive relationship between LMX and citizenship behaviors (rho = .37). The results also support the moderating role of the target of the citizenship behaviors on the magnitude of the LMX-citizenship behavior relationship. As expected, LMX predicted individual-targeted behaviors more strongly than it predicted organizational targeted behaviors (rho = .38 vs. rho = .31), and the difference was statistically significant. Whether the LMX and the citizenship behavior ratings were provided by the same source or not also influenced the magnitude of the correlation between the 2 constructs.
What the literature says about it
Attributed, open-access quotes from other works that cite this article, plus the citation-graph verdict tally. Corroborations and disputes, in one place — the honest-broker view.
supports “…relationships with supervisors are also shown to have influence on some subordinate outcomes, such as the quality of leader–member exchange (LMX), and can affect subordinates’ job performance, job satisfaction and organizational citizenship behavior (Ilies et al., 2007; Wang et al., 2005).”
supports “…(e.g., Gouldner, 1960), such that good-quality exchange of an employee with his/her direct manager or the immediate work team may promote knowledge sharing, mutual trust, help, and other organizational citizenship behaviors (e.g., Ilies et al., 2007; Podsakoff, Whiting, Podsakoff, & Blume, 2009).”
supports “For example, employees who engage in high-quality exchange relationships with leaders demonstrate enhanced organizational citizenship behavior (Ilies et al., 2007), a higher level of organizational commitment, higher in-role performance (Gerstner & Day, 1997), and improved socialization (Scandura &…”
Ancillary research
Neighbouring works in the citation graph around this article.
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