Organizational Citizenship Behavior of Information System Personnel: The Influence of Leader-Member Exchange

Organizational Citizenship Behavior of Information System Personnel: The Influence of Leader-Member Exchange

Tzy-Yuan Chou (National Taiwan University, Taiwan), James J. Jiang (The Australian National University, Australia), Gary Klein (University of Colorado, USA) and Seng-Cho T. Chou (National Taiwan University, Taiwan)
DOI: 10.4018/978-1-4666-3616-3.ch019


Leader-member exchange (LMX) represents the quality of interaction between leaders and members of a work unit, such as the information system function within an organization. LMX is expected to improve organizational citizenship behavior, beneficial behaviors not explicitly rewarded, but prior research has failed to establish this link satisfactorily. To determine the influence of LMX in the IS environment, a model is developed based on the background in the IS and management literature that considers LMX an important contributor to job satisfaction and organizational commitment. In turn, organizational commitment influences both work quality and organizational citizenship behaviors in a beneficial way. The model is confirmed with a sample of IS professionals in Taiwan. The results show that effective communication and coordination is crucial between leaders and subordinates at levels within the organization not previously considered.
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Leader-member exchange (LMX) is a relationship-based approach to study leadership (Sherony & Green, 2002). The central premise behind LMX is that, within work units, unique and different types of relationships develop between leaders and subordinates. These relationships are characterized by degrees of physical or mental effort, material resources, information, and/or emotional support exchanged between these two parties. This contrasts greatly with domination methods that appear in the IS literature (Hussain & Cornelius, 2009). LMX is portrayed as one type of exchange that is part of a larger network of social exchanges, which include LMX, co-worker exchange, team-member-exchange, network exchange, and organization-member exchange. In this fashion, LMX represents a set of social approaches rather than a particular style category of leadership (Neufeld, Dong, & Higgins, 2007). Blau (1964) suggests that the basis of any exchange relationship can be described in terms of either social or economic principles and larger relational contexts surround and affect all dyadic exchanges where each exchange is based on a trust that gestures of goodwill will be reciprocated.

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