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Asia Pacific Journal of Human Resources
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The role of co-operation and competition on leader—member exchange and extra-role performance in China

Chun Hui

The Chinese University of Hong Kong, Hong Kong

Kenneth S. Law

The Chinese University of Hong Kong, Hong Kong

Nancy Yi Feng Chen

Lingnan University, Hong Kong, yifeng{at}ln.edu.hk

Dean Tjosvold

Lingnan University, Hong Kong

This study examines antecedents and outcomes of leader—member exchange (LMX) in China by relating the theory of co-operation and competition and the research on organizational citizenship behavior (OCB) to LMX. One hundred and seventy supervisor—subordinate dyads in a watch-case manufacturing factory in southern China were studied. Co-operation and competition and LMX were assessed by subordinates, and OCB by their immediate supervisors. Structural equation modeling analyses indicated that co-operation and competition predicted LMX, which in turn predicted OCB. These results were interpreted as further suggesting that a quality relationship between leader and follower is important and that the theory of co-operation and competition can guide building this relationship.

Key Words: competition • co-operation • leader—member exchange • organizational citizenship behaviour

Asia Pacific Journal of Human Resources, Vol. 46, No. 2, 133-152 (2008)
DOI: 10.1177/1038411108091753.
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