Olubunmi TIJANI ENIOLA, Peter Oluwafemi FAMAKINDE


Organizational Citizenship Behaviour (OCB) has been described as an extra-role behavior or behavior that employees display which is above and beyond formal role requirements, but the influence of Leader-Member Exchange (LMX) and its dimensions on organizational citizenship behavior are not well understood. This study examined the influence or contribution of each of the components of leader-member exchange and gender on Organizational Citizenship Behaviour OCB. The study utilized cross-sectional survey design that used snowball and convenience sampling techniques to select two hundred (200) workers of the Nigeria Breweries Plc, Ibadan, comprising 134 junior employees and 66 supervisors. A structured self-administered questionnaire which consisted of three sections measuring Leader-Member Exchange (LMX), Organizational Citizenship Behaviour (OCB) and demographic variables was administered for data collection. Results indicated a significant joint influence of all the components of Leader-Member Exchange (loyalty, affect, contribution and professional respect) on Organizational Citizenship Behavior (OCB) [F (4, 195) = 3.116, R2 = 0.060; p < .01]. Independently, loyalty predicted sportsmanship (β = .223; p < .05) and total OCB (β = .230; p < .01); contribution predicted altruism (β = -.180; p < .05) and professional respect predicted civic virtue (β = .199; p < .05). It was concluded that loyalty is the strongest predictor of organizational citizenship behavior and recommends that organizations should encourage friendship among workers as this affects employees’ work related attitude and behaviours, which in turn enhance organizational production.


Leader-member exchange, organizational citizenship behaviour

Full Text:



Allen, T. D., & Rush, M. C. (1998). The effects of organizational citizenship behavior on performance judgments: A field study and a laboratory experiment. Journal of Applied Psychology, 83, 247-260.

Bateman, T. S., & Organ, D. W. (1983). Job satisfaction and the good soldier: The relationship between affect and employee citizenship. Academy of Management Journal, 26, 587-595.

Dienesch, R.M., Liden, R.C. (1986), Leader-member exchange model of leadership: A critique and further development. Academy of Management Review, 11, 618-632

Graen, G.B. & Uhl-Bien, M. (1995) Relationship-Based Approach to Leadership: Development and Leader-Member Exchange (LMX) Theory of Leadership over 25 Years: Applying a Multi-Level Multi-Domain Perspective. Leadership Quarterly, 6, 219-247.

Katz, D., & Kahn, R. L. (1978).The social psychology of organizations.New York: John Wiley

Liden, R. C., & Maslyn, J. M. (1998). Multidimensionality of leader-member exchange: An empirical assessment through scale development. Journal of Management, 24, 43-73.

Maslyn, J., & Uhl-Bien, M. (2001). Leader-member exchange and its dimensions: Effects of self-effort and other’s effort on relationship quality. Journal of Applied Psychology, 86(4): 697-708.

Mowday, R.T., Steers, R.M., & Porter, L.W. (1979). The measurement of organizational commitment.Journal of Vocational Behavior, 14, 224-247

Organ D W (1988). Organizational Citizenship Behavior: The Good Soldier Syndrome. Lexington, MA: Lexington Books

Purba, D. E. & Seniati, A. N. L. 2004.Pengaruh kepribadian dan komitmen organisasi terhadap Organizational Citizenship Behavior.Makara, Sosial Humaniora, 8 (3), 105-111.

Sloat, K. C. M. (1999). Organizational citizenship.Professional safety, 44, 20-23.

Smith, C. A., Organ, D. W., & Near, J. P. (1983). Organizational citizenship behavior: Its nature and antecedents. Journal of Applied Psychology, 68, 653-663

Stringer, L. (2006).The link between the quality of the supervisor-employee relationship and the level of the employee’s job satisfaction.Public Organizational Review,6: 125-142.

Van Dyne, L., Graham, J. W., & Dienesch, R. M. (1994). Organizational citizenship behavior: Construct redefinition, measurement and validation. Academy of Management Journal, 37, 765-802


  • There are currently no refbacks.

Creative Commons License
This work is licensed under a Creative Commons Attribution 3.0 License.