r-member exchange (LMX) focuses on the unique relationship between leader and follower. The aim of this paper is to research what role gender plays in these dyadic relationships. Furthermore, it is investigated whether gender moderates the relationship between organizational citizenship behaviour (OCB) and LMX. Literature on the topic is examined and reviewed. The results of the studies discussed are extremely inconsistent, and it is yet unclear what the role of gender is in LMX relationships. However, it is clear that gender does not act as a moderator between OCB and LMX. Limitations, implications, and suggestions for future research are discussed.

Over the past two decades, research into leadership has grown rapidly. A well-known and extensively researched leadership theory is leader-member exchange theory, also abbreviated as LMX. Whereas a lot of theories focus on the role of the leader specifically, LMX theory focuses on the relationship between leader and follower. It states that leaders develop unique relationships with their followers, and that these relationships affect various factors such as job performance and satisfaction. Furthermore, LMX relationships seem to range from low to high. A situation in which a subordinate and a leader simply comply to their obligations, would be considered a low-quality LMX relationship. A high-quality LMX relationship goes beyond these obligations, and contains elements of mutual trust and respect (Avolio, Walumbwa, & Weber, 2009; Breevaart et al., 2013). Going above and beyond obligations of a job is known as organizational citizenship behaviour (OCB). Currall and Organ (1988) conceptualize the term as voluntarily helping others without necessarily expecting more than their pay check. These workers feel a certain commitment to the organization that goes beyond what is minimally expected from them and what is stated in their contract. Not surprisingly, OCB is considered to benefit the organization and contribute to organizational eff