The interactive effects of belongingness and charisma on helping and compliance.

This study tests the main and interactive effects of belongingness and perceived charismatic leadership on 2 forms of organizational citizenship behavior (helping and compliance). In line with expectations, a study of 115 manager-subordinate dyads demonstrates that employees show more helping (manager rated) when they have a stronger sense of belongingness at work and more helping as well as compliance when they perceive their leader to be more charismatic (subordinate rated). Belongingness partially mediates the relationship between charisma and helping. Also, as hypothesized, belongingness and charisma have interactive effects on employees' helping and compliance. The impact of perceived charisma on these behaviors is stronger for employees with a low sense of belongingness at work than for individuals with a higher sense of belongingness.