The Effects and Mechanism of Leader-member Exchange on Individual Innovative Behavior and Organizational Citizenship Behavior: A Meta-analysis Based on Thriving at Work and Cultural Contexts

Zhaoyue Wang

doi:10.54691/bcpbm.v19i.863

Authors

Zhaoyue Wang

DOI:

https://doi.org/10.54691/bcpbm.v19i.863

Keywords:

LMX, Thriving at work, Innovative behavior, Organizational citizenship behavior, meta-analysis

Abstract

In recent years, an increasing number of scholars have begun to notice the relationship between leader-member exchange and employees’ innovative behavior and organizational citizenship behavior. However, few studies have focused on the underlying mechanism of leader-member exchange affecting innovative behavior and organizational citizenship behavior. This study aims to explain the effects of leader-member exchange on employees’ behavior from the perspective of individual psychological experience, based on social exchange theory, conservation of resources theory, and social cognitive theory. The study included 298 papers containing 321 effect sizes and 103,615 research samples for meta-analysis, and found that: (1) leader-member exchange is significantly and positively related to innovative behavior, organizational citizenship behavior, and thriving at work; (2) leader-member exchange can facilitate individuals to exhibit more innovative behavior and organizational citizenship behavior by enhancing thriving at work; (3) collectivist cultural tendency tends to play a moderating role in the process of leader-member exchange influencing individual innovative behavior and organizational citizenship behavior through thriving at work. Compared to the context of low collectivist cultures, the effects of leader-member exchange on thriving at work are stronger in the context of high collectivist cultures, so are the indirect effects of leader-member exchange on innovative and organizational citizenship behavior through thriving at work. The findings help to understand the underlying mechanism and boundary conditions of leader-member exchange affecting individual psychological experiences and behavior. They also provide momentous practical insights for managers to build high-quality exchange relationships with employees and enhance organizational collectivism to promote innovative and organizational citizenship behavior.

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