The Relationship Between LMX and OCB in Saudi Arabia—Review of Literature

Abstract

This article examines the relationship between Leader Member Exchange (LMX) and Organisational Citizenship Behaviour (OCB). It offers a systematic and critical review of literature. The study adopted the principle of inductive categorisation method by Dube and Pare. LMX influences change in the way that subordinates interact with their leaders. Organisational citizenship behaviour is a significant factor in resolving conflicts in organisations. Organisations would be successful if they engaged with their employees positively and encouraged staff to be more creative. When staff are happy in their workplace, it will lead to greater self-awareness. When leaders listen to subordinates and followers have the opportunity to participate in the decisions making process, the relationship between them will strengthen and contribute to making OCB in the organisation more active. Furthermore, LMX can be a useful tool for complexities among the group. In other words, when there is a conflict within the team, leaders need to use the LMX theory to resolve the issues. Responsible leaders endeavour to make sure that there is no skirmish left unsolved. Building excellent connections between leaders and employees leads to positive achievement. The relationship between LMX and OCB is the solid boundary for the managers and staff that assists in accomplishing targets successfully. When leaders are surrounded by people energised to improve their skills, they will be more loyal to the organisation and do more than required to develop the organisation. When employees have confidence that the organisation needs them, it is a sign of organisational citizenship behaviour. This article found that there is a relationship between LMX and OCB, however, an empirical study is required to enhance the understanding of the said relationship.