An organization’s success is influenced by its performance and one way of enhancing organizational performace is by improving the workers’ rate of Organizational Citizenship Behavior (OCB). In this regard, most research on OCB has beeb done in the West and there has been litte research on Indonesian specific OCB, even though Organ, Podsakoff, & MacKenzie (2006) have stated the frailness of OCB theory in the face of cultural differences. Consequently, Team 9 compiled a set of Indonesian specific dimensions if OCB in 2009 from both the Western (Podsakoff, MacKenzie, Paine, & Bachrach, 2000) and Eastern dimensions (Farh, Earley, & Lin, 1997; Farh, Zhong, & Organ, 2004) of OCB. The objective of this research was to examine the relationship between OCB and leader-member exchange (LMX) - the importance of the leader’s relationship with the workers, by using the newly composed OCB Questionnaire. The sample consisted of 235 permanent staff who worked at financial institutions in Jakarta, Indonesia. The results showed a significant and positive correlation between LMX and OCB. The result suggests that the leader plays an important role in the employee’s OCB in Indonesia.
Jaya, E. S., & Mangundjaya, W. L. (2013). Relationship between leader-member exchanges with organizational citizenship behaviour. In Y. Kashima, E. S. Kashima, & R. Beatson (Eds.), Steering the cultural dynamics: Selected papers from the 2010 Congress of the International Association for Cross-Cultural Psychology. https://scholarworks.gvsu.edu/iaccp_papers/88/