The Effects of Leader–Member Exchange and the Feedback Environment on Organizational Citizenship and Withdrawal

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Abstract

Although leader–member exchange (LMX) and the feedback environment both capture elements of the supervisor–subordinate social dynamic, their combined effects have never been explored. In this study, significant interactions were hypothesized and found for a sample of university employees in the prediction of organizational citizenship behaviors (OCBs), but were not found in the prediction of organizational withdrawal. Interactive effects of LMX and the feedback environment were also hypothesized to be stronger for jobs of greater complexity than for jobs of lesser complexity, and this was generally supported for OCBs, but not for organizational withdrawal. Limitations and implications for future research are discussed.

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