Main Article Content
We used identification theory to develop a model of the processes linking leader–member exchange (LMX) to organizational citizenship behavior. Using a sample of 262 supervisor–subordinate dyads collected in China, we found that followers’ identification with the leader mediated the influence of LMX on organizational citizenship behavior. We also found that perceived group leader’s reputation moderated the relationship between LMX and identification with the leader, in that the relationship was stronger for individuals scoring high on perceived group leader’s reputation than it was for those scoring low. Implications for research and practice are discussed.