How HR practices, leader behaviors and structure influence OCB beneficiaries to team level ?

Abstract

Using data from 120 teams in a large Canadian financial institution, we examined a comprehensive unit-level model linking leadership behavior, development-enhancing practices, and organic structure to team-focused citizenship behavior via perceptions of social exchange relationships with the organization (OMX), direct superiors (LMX), and team members (TMX). In accordance with the target similarity model, we found that development-enhancing practices foster a stronger relationship and OCB directed toward the organization, leadership behavior elicits a more positive relationship and OCB directed toward supervisors, whereas an organic structure fosters a more positive relationship and OCB directed toward teammates. However, the target similarity model did not prove to be the most optimal model. We found that development-enhancing practices were the only significant driver to all relationship foci, namely to OMX, LMX and TMX, whereas TMX was the only relationship focus significantly related to all OCB benefi...