Abstract
This study examines antecedents and outcomes of leader-member exchange (LMX) in China by relating the theory of co-operation and competition and the research on organizational citizenship behavior (OCB) to LMX. One hundred and seventy supervisor-subordinate dyads in a watch-case manufacturing factory in southern China were studied. Co-operation and competition and LMX were assessed by subordinates, and OCB by their immediate supervisors. Structural equation modeling analyses indicated that co-operation and competition predicted LMX, which in turn predicted OCB. These results were interpreted as further suggesting that a quality relationship between leader and follower is important and that the theory of co-operation and competition can guide budding this relationship.
| Original language | English |
|---|---|
| Pages (from-to) | 133-152 |
| Number of pages | 20 |
| Journal | Asia Pacific Journal of Human Resources |
| Volume | 46 |
| Issue number | 2 |
| DOIs | |
| Publication status | Published - 1 Aug 2008 |
UN SDGs
This output contributes to the following UN Sustainable Development Goals (SDGs)
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SDG 9 Industry, Innovation, and Infrastructure
Keywords
- Co-operation
- Competition
- Leader-member exchange
- Organizational citizenship behaviour
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