Although the effects of leader behaviors on organizational citizenship behaviors is well documented, research on the leader–subordinate relationship as a boundary condition of this relationship is less clear. Drawing on social exchange and personal identification theories, we demonstrate that leader–member exchange moderates the relationship between relations- and change-oriented leader behaviors and organizational citizenship behaviors. Overall, these findings suggest that how subordinates perceive and respond to leader behaviors depends on the nature of the leader–subordinate relationship. Implications for theory and practice are discussed, and areas for future research are explored.
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