Abstract
Drawing on theories of substitutes and contingencies for leadership, we explore how person-group (PG) fit moderates the relationship between charismatic leadership (CL) and task performance via followers’ organizational citizenship behavior (OCB). Using data collected from 139 employees and their direct supervisors working at a public sector firm in Korea, we found that employees’ task performance via OCB was positively influenced by CL when the employees had high person-group demands-abilities (PG DA) fit. However, CL did not affect task performance via OCB when the employees had high PG value fit. By introducing contingencies and specifying their underlying logic, this study broadens the current theoretical spectrum for both substitutes for leadership and CL contexts.
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