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<p>By integrating the perspectives of social identity theory and social information processing, this study explores the underlying mechanisms through which leader gratitude expression influences followers’ organizational citizenship behaviour (OCB). It introduces a novel research model in which gratitude initiatives moderate the effect of leader gratitude expression on followers’ identification, depending on their perceived strength. Through an experiment and a field study, our findings reveal two distinct pathways: stronger perceived gratitude initiatives amplify the positive effect of leader gratitude expression on followers’ organizational identification, which subsequently fosters OCB directed towards the organization (OCBO). Conversely, weaker perceived gratitude initiatives strengthen the effect of leader gratitude expression on followers’ relational identification (i.e., attachment to the leader), thereby promoting OCB directed towards the supervisor (OCBS). These results advance workplace gratitude research by revealing context-dependent mechanisms through which gratitude expression influences employees’ identification and OCB. We also offer practical insights for managers seeking to strategically leverage gratitude initiatives to cultivate desired employee behaviours.</p>

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Does leader gratitude expression promote followers’ identification and OCB? gratitude initiatives matter

  • 期刊论文

  • 发表日期：

    2026年1月31日

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  • Silu Chen,
  • Qing Tian,
  • Yuan Tian,
  • Xiaoru Du,
  • Xia Jiang

摘要

By integrating the perspectives of social identity theory and social information processing, this study explores the underlying mechanisms through which leader gratitude expression influences followers’ organizational citizenship behaviour (OCB). It introduces a novel research model in which gratitude initiatives moderate the effect of leader gratitude expression on followers’ identification, depending on their perceived strength. Through an experiment and a field study, our findings reveal two distinct pathways: stronger perceived gratitude initiatives amplify the positive effect of leader gratitude expression on followers’ organizational identification, which subsequently fosters OCB directed towards the organization (OCBO). Conversely, weaker perceived gratitude initiatives strengthen the effect of leader gratitude expression on followers’ relational identification (i.e., attachment to the leader), thereby promoting OCB directed towards the supervisor (OCBS). These results advance workplace gratitude research by revealing context-dependent mechanisms through which gratitude expression influences employees’ identification and OCB. We also offer practical insights for managers seeking to strategically leverage gratitude initiatives to cultivate desired employee behaviours.