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Table 4 Results of regression analyses. Dependent variable: OCBI
Control variables Subordinate gender Subordinate age Subordinate education levels Subordinate organizational tenure Power distance Independent variables Career support Psychosocial support Role modeling Overall mentoring functions Moderating variable LMX Interactions Career support × LMX Psychosocial support × LMX Role modeling × LMX Overall mentoring functions × LMX F-value R2 ΔR2
Model 1
Model 2
Model 3
Model 4
Model 5
Model 6
Model 7
− 0.06 − 0.05 0.07 0.09 0.02
− 0.05 − 0.04 0.04 0.09 0.01
− 0.03 − 0.06 0.04 0.09 − 0.00
− 0.02 − 0.08 0.03 0.09 0.04
− 0.05 − 0.04 0.04 0.09 0.00
− 0.03 − 0.06 0.03 0.09 − 0.00
− 0.03 − 0.07 0.03 0.10 0.02
− 0.00 0.05 0.13
0.01 0.07 0.12
0.03 0.08 0.16⁎
0.20⁎⁎
0.22⁎⁎
0.19⁎⁎
0.14⁎
0.17⁎
0.20⁎⁎
0.20⁎⁎
3.69⁎⁎ 0.09 0.03⁎⁎
0.14⁎ 3.90⁎⁎⁎ 0.11 0.02⁎
0.00 − 0.06 0.23⁎⁎ 0.77 0.02
2.22⁎ 0.07 0.05⁎⁎
3.01⁎⁎ 0.10 0.03⁎⁎
3.32⁎⁎⁎ 0.14 0.04⁎⁎
2.74⁎ 0.06 0.04⁎⁎
N = 258. LMX = leader-member exchange and OCBI = organizational citizenship behavior directed at individuals. ⁎ p b 0.05 (two-tailed). ⁎⁎ p b 0.01 (two-tailed). ⁎⁎⁎ p b 0.001 (two-tailed).
positively related to OCBI and OCBO. In contrast, when levels of LMX were low, role modeling was not significantly related to OCBI and OCBO. 7. Discussion This study examines whether mentoring functions received by Chinese employees influence their OCB, specifically in a mentor– protégé (Study 1) and a supervisor–subordinate (Study 2) context.
Our results are consistent with social cognitive theory that role modeling received by employees positively relates to their supervisor-rated OCB in Study 1 and to their OCBI and OCBO in Study 2 and that career support positively relates to OCBO in Study 2. Moreover, with respect to relational cultural theory, we found that mentoring relationship quality moderates the relationship between career support received and protégés' OCB in Study 1, and that LMX moderates the relationships between role modeling received and subordinates' OCBI and OCBO in Study 2. Finally, consistent with social
Table 5 Results of regression analyses. Dependent variable: OCBO
Control variables Subordinate gender Subordinate age Subordinate education levels Subordinate organizational tenure Power distance Independent variables Career support Psychosocial support Role modeling Overall mentoring functions Moderating variable LMX Interactions Overall mentoring functions × LMX Career support × LMX Psychosocial support × LMX Role modeling × LMX Overall mentoring functions × LMX F-value R2 ΔR2
Model 1
Model 2
Model 3
Model 4
Model 5
Model 6
Model 7
− 0.01 − 0.04 0.08 0.09 0.05
0.01 − 0.03 0.03 0.08 0.03
0.02 − 0.04 0.03 0.08 0.02
0.02 − 0.06 0.02 0.08 0.07
0.00 − 0.02 0.04 0.08 0.03
0.02 − 0.04 0.04 0.08 0.02
0.02 − 0.06 0.03 0.10 0.05
0.16⁎ − 0.01 0.15⁎
0.13 − 0.04 0.13
0.15⁎ − 0.01 0.11
0.15⁎
0.25⁎⁎⁎
0.16⁎
0.19⁎⁎
0.22**
0.15⁎
0.15⁎ 0.20⁎⁎
− 0.07 0.02 0.30⁎⁎⁎ 0.64 0.01
2.56⁎ 0.08 0.07⁎⁎
2.91⁎⁎ 0.10 0.02⁎
4.21⁎⁎⁎ 0.17 0.07⁎⁎⁎
N = 258. LMX = leader-member exchange and OCBO = organizational citizenship behavior directed at the organization. ⁎ p b 0.05 (two-tailed). ⁎⁎ p b 0.01 (two-tailed). ⁎⁎⁎ p b 0.001 (two-tailed).
3.17⁎⁎ 0.07 0.06⁎⁎⁎
3.50⁎⁎ 0.09 0.02⁎
0.20⁎⁎ 4.47⁎⁎⁎ 0.13 0.04⁎⁎