Leadership styles and group organizational citizenship behavior across cultures
Open accessAbstract
This study investigates (a) the effects of societal culture on group organizational citizenship behavior (GOCB), and (b) the moderating role of culture on the relationship between directive and supportive leadership and GOCB. Data were collected from 20 336 managers and 95 893 corresponding team members in 33 countries. Multi‐level analysis was used to test the hypotheses, and culture was operationalized using two dimensions of Hofstede (2001) and GLOBE (2004): Individualism (IDV) and power distance (PD). There was no direct relationship between these cultural dimensions and GOCB. Directive leadership had a negative relation, and supportive leadership a positive relation with GOCB. Culture moderated this relationship: Directive leadership was more negatively, and supportive behavior less positively, related to GOCB in individualistic compared to collectivistic societies. The moderating effects of societal PD were explained by societal IDV. Copyright © 2007 John Wiley & Sons, Ltd.
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Supportive leadership is related to organizational citizenship behavior.
“Previous studies have shown that supportive leadership is related to organizational citizenship behavior (e.g., Euwema et al. 2007).”
From The Servant Leadership Survey: Development and Validation of a Multidimensional Measure (2011) · cites this paper as Euwema et al. 2007
Supportive leader behavior is less positively associated with followers' organizational citizenship behaviors in individualistic cultures compared to collectivistic ones.
“Support for this comes from a study of leadership styles across cultures, which found that supportive leader behavior was less positively associated with followers' OCBs in individualistic cultures compared to collectivistic ones (Euwema, Wendt, & Van Emmerik, 2007).”
From A cross-cultural meta-analysis of how leader emotional intelligence influences subordinate task performance and organizational citizenship behavior (2018) · cites this paper as Euwema, Wendt, & Van Emmerik, 2007
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References 98 · Cited by 204
Research works printed but not linked: 9
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- John Wiley & Sons, Ltd. J. Organiz. Behav. 28, 1035-1057 (2007) DOI: 10.1002/job · DOI
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- John Wiley & Sons, Ltd. J. Organiz. Behav. 28, 1035-1057 (2007) DOI: 10.1002/job · DOI
- Wendt, J. H., Euwema, M. C., & Van de Vliert, E. (2003). Effective leadership behavior across the world. Proceedings of the Annual Conference of the Southern Management Association.
- Authors
- Euwema, M. C., Wendt, H., & van Emmerik, H.
- Affiliations
- KU Leuven (BE)
- Corresponding author
- Euwema, Martin C.
- ORCID
- Euwema, Martin C.
- Venue
- Journal of Organizational Behavior
- Publisher
- Wiley
- Published
- 2007-10-04
- Volume
- 28
- Issue
- 8
- Pages
- 1035-1057
- ISSN
- 0894-3796 (ISSN-L)
- 1099-1379
- OpenAlex
- W2061514954
- Cited by
- 204
- References
- 98
- Citations by year
- 2026: 3 · 2025: 13 · 2024: 14 · 2023: 16 · 2022: 13 · 2021: 13 · 2020: 11 · 2019: 9 · 2018: 14 · 2017: 10 · 2016: 10 · 2015: 16 · 2014: 12 · 2013: 10 · 2012: 13
- FWCI
- 9.10
- Type
- journal article
- Language
- en
- Open access
- bronze
- doi.org
- Locations
- Journal of Organizational Behavior (publishedVersion)
- Lirias (submittedVersion, other-oa)
- Funders
- Rijksuniversiteit Groningen
- Universiteit Utrecht
- Topics
- Social Sciences › Business, Management and Accounting › Organizational Behavior and Human Resource Management › Job Satisfaction and Organizational Behavior
- Social Sciences › Anthropology › Global and Cross-Cultural Management
- Social Sciences › Psychology › Social Psychology › Cultural Differences and Values
- Keywords
- leadership styles, organizational citizenship behavior, directive leadership, supportive leadership, cultural dimensions, individualism, power distance, Hofstede, globes, cross-cultural comparison, moderating effect of culture
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