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JOURNAL OF APPLIED BUSINESS AND ECONOMICS
Leadership Styles and Organizational Citizenship Behavior: The Mediating
Effect of Subordinates’ Competence and Downward Influence Tactics
Author(s): Lee Kim Lian, Low Guan Tui
Citation: Lee Kim Lian, Low Guan Tui, (2012) "Leadership Styles and Organizational Citizenship Behavior: The Mediating Effect of Subordinates’ Competence and Downward Influence Tactics," Vol. 13, Iss. 2, pp. 59 - 96
Article Type: Research paper
Publisher: North American Business Press
Abstract:
The objective of this study is to test a theory-based model predicting the relationships between leadership styles, subordinates’ competence, downward influence tactics and outcome of organizational citizenship behavior in Malaysian-based organizations. Data was collected from 347 respondents that represent major industries like services, manufacturing, mining and construction companies. Path analysis technique was used to test the model developed. The results show that the transformational leadership style has significant positive relationship with subordinates’ organizational citizenship behavior, whereas the transactional leader style is negatively related to organizational citizenship behavior. This result illustrates the direct effects of leadership styles on the subordinates’ outcome. In addition, inspirational appeals and consultation tactics, as downward influence tactics, were found to mediate the relationship between transformational leadership and organizational citizenship behavior. Likewise, subordinates’ competence mediates the relationship between transformational leadership and consultation tactics. These results only partially support the efficacy of the influence theory, and therefore lend support to contingency theories of leadership. Implications for research and direction for future research are also discussed.
