Leaders as role models: the relationship between leader and follower organizational citizenship behaviors

Employing a social learning theory framework, this study investigated the relationship between leaders’ and followers’ organizational citizenship behaviors, whereby identification with leader and frequency of interaction with leader were examined as potential boundary conditions. Based on social exchange processes, an indirect relationship mediated by perceived organizational support was predicted in addition to the direct relationship. This study used a sample of 281 leaders and 1034 followers employed at substance abuse facilities across the United States. Results show that leader OCBs are related to follower OCBs, both directly and indirectly, mediated by perceived organizational support. Neither identification with leader nor frequency of interaction moderated the relationship between leader and follower OCBs. The findings underline the importance of leader OCBs and have implications for leader development and training.