LMXSC와 조직시민행동: 전반적 조직공정성의 매개효과

Based on the social exchange theory, the Leader-Member Exchange(LMX) theory theoretically contributed the development in the field of Organizational Behavior. Nevertheless, a few researchers have pointed out the limitations of the LMX theory since each leader-member relationship has been treated as an independent dyad and also the social contexts of exchange relationship between leader and member have been overlooked in this theory. To overcome this limitation of LMX theory, this study integrated application of social exchange theory and social comparison theory to examined the effect of leader-member exchange social comparison (LMXSC) on organizational citizenship behavior (OCB). Specifically, we empirically tested the main effect of LMXSC on OCB, and then the mediating role of a member’s perception of the overall justice in this relationship. A survey was conducted on 149 pairs of leader-member dyad of domestic companies, and the result showed the significant positive effect of LMXSC on OCB. In addition, this study suggested the specific mechanism by verifying the mediating effect of a member’s perception of the overall justice between LMXSC and OCB. Theoretically, this study expanded the theory of LMX to the area of social comparison of their quality of LMX. LMX theory has been studied mainly focusing on the only the dyad relationship between leader and member. However, LMXSC focus on not only the quality of leader-member relationship but also the concept of social comparison between their coworkers quality of LMX. The results of this study can also suggest the practical implications that leaders can motivate their subordinate by making their members feel that they maintain high quality of LMX with their leader rather than selective and discriminatory relationships comparing their coworkers. Moreover, leaders can motivate the low LMXSC members by increasing the perception of the overall justice such as providing the clear criteria feedback for compensation and treatment.