||Converting Individual Self-Efficacy and Networking Ability into Constructive Leader-Member Exchange Quality: The Role of Organizational Citizenship Behavior
||Institute of International Management (IIMBA--Master)(on the job class)
Organizational citizenship behavior
Prior research has underlined the significance of the concepts of Organizational Citizenship Behavior (OCB) and Leader-Member-Exchange (LMX) for organizations’ behavioral, attitudinal, and task outcomes. However, few studies have juxtaposed the two related research streams. This research aims to fill in the gap by applying the social exchange theory (SET) to examine how individual self-efficacy and networking ability affect OCB, and thus advance the LMX quality between supervisors and their direct subordinates.
Analytical results by collecting data with a dyadic approach from 370 pairs of respondents in 64 companies in Taiwan reveal that OCB indeed can advance LMX. Contrary to our prediction, however, self-efficacy and networking ability do not exert positive effects on OCB although they have directly positive effects on LMX.
This study makes contributions to the social exchange theory by identifying the antecedents of LMX quality. It highlights the significance of individual human and social capital in advancing supervisor-subordinate relationships in an organization. Implications and directions for future research are also discussed as well.
TABLE OF CONTENTS I
LIST OF TABLES IV
LIST OF FIGURES V
CHAPTER ONE INTRODUCTION 1
1.1 Research Background 1
1.2 Research Objectives and Contributions 3
1.3 Research Procedure 4
1.4 Paper Structure 5
CHAPTER TWOLITERATURE REVIEW 6
2.1 Theoretical Background 6
2.2 Definitions of Research Variables 7
2.2.1 Self-Efficacy 7
2.2.2 Networking Ability 8
2.2.3 Organizational Citizenship Behavior 9
2.2.4 Leader-Member Exchange 10
2.3 Development of Research Hypotheses 11
2.3.1 The Relationship between Self-Efficacy and Organizational Citizenship Behavior (OCB) 11
2.3.2 The Relationship between Networking Ability and Organizational Citizenship Behavior (OCB) 12
2.3.3 The Relationship between Organizational Citizenship Behavior (OCB) and Leader-Member exchange Quality (LMX) 13
2.3.4 The Associations between Self-Efficacy, Organizational Citizenship Behavior (OCB) and Leader-Member Exchange Quality (LMX) 14
2.3.5 The Associations between Networking Ability, Organizational Citizenship Behavior (OCB) and Leader-Member Exchange Quality (LMX) 15
CHAPTER THREERESEARCH DESIGN AND METHODOLOGY 17
3.1 Conceptual Model 17
3.2 Sampling Plan 17
3.3 Summary of Hypotheses 18
3.4Definitions of Variables and Measurements 18
3.4.1 Self-Efficacy 19
3.4.2 Networking Ability 19
3.4.3 Organizational Citizenship Behavior (OCB) 20
3.4.4 Leader-Member Exchange Quality (LMX) 20
3.5 Control Variables 21
3.5.1 Age 21
3.5.2 Gender. 21
3.5.3 Martial Status 22
3.5.4 Level of Position 22
3.5.5 Education 22
3.6 Method of Analysis 23
3.6.1 Confirmatory Factor Analysis (CFA) 23
3.6.2 Reliability Test 23
3.6.3 Pearson Correlation 24
3.6.4 Structural Equation Modeling (SEM) 24
CHAPTER FOUR RESEARCH RESULTS 25
4.1Method of Analysis 25
4.1.1 Data Collection 25
4.2 Confirmatory Factor Analysis 26
4.3 Reliability Test and Validity Test 30
4.4 Mean, Standard Deviation, and Pearson Correlation 31
4.5 Structural Equation Model 34
4.5.1 The Overall Model 34
CHAPTER FIVE CONCLUSION AND SUGGESTIONS 38
5.1 Discussions of Hypotheses 38
5.2 Managerial Implications and Suggestions 40
5.3 Limitations and Future study 41
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