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:
2008
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Repository URL:
http://commons.ln.edu.hk/sw_master/2432; https://works.bepress.com/yifeng/32; https://works.bepress.com/tjosvold/155
DOI:
10.1177/1038411108091753.; 10.1177/1038411108091753
Author(s):
HUI, Chun; LAW, S., Kenneth; CHEN, Yifeng, Nancy; TJOSVOLD, Dean William
Publisher(s):
SAGE Publications
Tags:
Business, Management and Accounting; Co-operation; Competition; Leader-member exchange; Organizational citizenship behaviour; Human Resources Management; Leadership Studies
article description
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.