Leader-member exchange and organisational citizenship behaviour: The mediating and moderating effects of role ambiguity

Abstract

This study investigated the mediating and moderating effects of role ambiguity (RA) on the relationship between leader- member exchange (LMX) and organisational citizenship behaviour (OCB). Participants were 426 nurses recruited from 12 public hospitals in China (female = 99.1%; mean age = 36.19 years, SD = 7.25 years). They were asked to complete three self-report scales, including the Leader-Member Exchange Scale, the Role Ambiguity Scale, and the Organisational Citizenship Behaviour Scale. Structural equation modelling and hierarchical multiple regression analysis were conducted to test the hypotheses. The results showed that higher LMX was associated with lower RA and higher OCB. RA mediated and moderated the relationship between LMX and OCB such that higher RA made for higher OCB with higher LMX than with lower LMX. In conclusion, employee’ role clarity perceptions may be influenced by LMX with higher, rather than lower, OCB.

Keywords:

• leader-member exchange
• organisational citizenship behaviour
• role ambiguity