| Leader-Member Exchange (LMX) theory proposed that a leader will develop a unique exchange pattern with each subordinate (Liden, Wayne, & Stilwell, 1993). Empirically, LMX has shown significant associations with many work outcomes (Gerstner & Day, 1997). One of these valued outcomes is organizational citizenship behavior (OCB), which is defined as action enacted beyond one's assigned duties on the job (Farh, Podsakoff, & Organ, 1990). Positive correlations between LMX and OCB have been demonstrated in previous research (Podsakoff, MacKenzie, Paine, & Bachrach, 2000). Both LMX and OCB were proposed to comprise several sub-factors; nevertheless, correlations between LMX and OCB have always been computed with composite scores in past research. The current study aimed to explore the LMX-OCB relationship via a multidimensional analysis.;In addition, although a multidimensional scale of LMX has been developed by Liden and Maslyn (1998), there are continuing criticisms about the measurement and dimensionality issues in extant LMX scales to date. The current study proposed a modified measure of LMX, called LMX-M, by combining the multi-dimensional scale of LMX (LMX-MDM) (Liden and Maslyn, 1998) and the leader-member social exchange scale (LMSX) (Bernerth et al., 2007) to form a five-factor scale.;Correlations among the specific sub-factors of LMX and OCB were examined in the present study. The proposed integrated sub-factors of LMX included affect, loyalty, contribution, respect, and exchange; the sub-factors of OCB adopted Organ's (1988) five-dimensional taxonomy, including altruism, courtesy, sportsmanship, conscientiousness, and civic virtue. The LMX data were assessed from the subordinate's perspective and the OCB data for each subordinate were collected from both the leader's ratings and subordinate's self-ratings. A hypothesized multidimensional correlation model between LMX and OCB was investigated. In addition, psychometric evidence was demonstrated for the validity of the LMX-M scale, and usefulness analyses were conducted to compare the LMX-M scale with the LMX-MDM scale and the most popular unidimensional LMX scale (LMX-7).;The present study adds to leadership literature by clarifying the process associated with the LMX-OCB relationship. The present study also noted the possible domain adequacy problem of the LMX-M and LMX-MDM scale. Implications and recommendations are made for future research. |
