The role of co-operation and competition on leader-member exchange and extra-role performance in China
- Citation data:
Asia Pacific Journal of Human Resources, ISSN: 1038-4111, Vol: 46, Issue: 2, Page: 133-152
- Publication Year:
- Repository URL:
- http://commons.ln.edu.hk/sw_master/2432; http://works.bepress.com/tjosvold/155; https://works.bepress.com/yifeng/32
- Business, Management and Accounting; Co-operation; Competition; Leader-member exchange; Organizational citizenship behaviour; Human Resources Management; Leadership Studies
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 building this relationship. Copyright © 2008 Australian Human Resources Institute.