Cooperation Leads Change: Subordinate Moqi, Leader-member Exchange, and Change-oriented Behaviors among Chinese Workers

Abstract

This paper developed and tested a theoretical model linking subordinates’ moqi with their supervisor with change-oriented behaviors—specifically, creativity and taking charge—via leader–member exchange (LMX). Using a sample of 189 matched subordinate–supervisor dyads from 22 firms in China, a hierarchical modeling analysis showed that, as hypothesized, subordinate moqi with the supervisor positively affected employees’ creativity and taking charge. Additionally, LMX mediated the relationship between subordinate moqi with the supervisor and employees’ creativity and taking charge. This paper contributes to the current understanding of leadership from a followership perspective and its influence on change-oriented behaviors.