SUPERVISOR TRUST BUILDING, LEADER MEMBER EXCHANGE AND ORGANIZATIONAL CITIZENSHIP BEHAVIOR

This study employed social exchange and equity theory to investigate t he connection among supervisor trust building activity, leader-member exchange (LMX) quality, and subordinate organizational citizenship beh aviours (OCB). Survey data were collected from 86 subordinate-supervis or dyads employed in a variety of organizations. First, perceived fair ness emerged as the supervisor trust building behaviour most closely a ssociated with OCB. Contrary to the prediction, fairness perceptions w ere not positively associated with LMX quality. Finally, LMX quality w as positively related to subordinate OCB. Social exchange and equity t heory were used to interpret the findings. Implications and future res earch directions are outlined.