Leader-Member Gender, Leader-Member Exchange, Team-Member Exchange and Organizational Citizenship Behavior

• Main Authors: Yi-Chien Hsieh, 謝依倩
• Other Authors: Ching-Pu Chiao
• Format: Others
• Language: en_US
• Published: 2011
• Online Access: http://ndltd.ncl.edu.tw/handle/78991639882734154138

碩士 === 國立雲林科技大學 === 應用外語系碩士班 === 99 === This study aims to investigate how the leader and subordinates’ gender composition affects quality of LMX. The researcher also attempts to investigate the antecedents of organizational citizenship behavior (OCB), Leader-Member Exchange (LMX) and Team-Member Exchange (TMX) in particular, and whether they relate to each other in order to meet the demand by Graen and Uhl-Bien (1995) of examining the impact of dyadic LMX relationships within a larger system of workgroup. The survey instrument consists of LMX7(Graen & Uhl-Bien, 1995), 10-item TMX (Seers et al. , 1995) and 21-item OCB (Organ, 1988). The researcher conducted this quantitative research through a subordinate perspective and samples include 213 employees from different organizations in Taiwan. Unlike previous studies, the results did not reflect that there are significant differences of LMX among different Leader-Member gender compositions. The empirical findings, however, indicated that LMX or TMX leads to OCB. Also, LMX and TMX relates to each other as proposed hypothesis. In particular, an employee with high LMX and TMX at the same time is much more likely to perform OCB. Implications for practitioners and the directions for future research are presented.