strength as it is also important to look at the bigger picture, for which older literature is essential. Secondly, not all relevant literature was read and discussed. Articles and studies were selected based on apparent relevance, however, it is likely that some important information and studies are missing from the review.

Some of the literature discussed focused more on the gender of the leader, other on the gender of the subordinate, and other on both. There were also papers that did not clearly distinguish leader and subordinate gender. Most studies discussed female-male, female-female, and male-male dyadic relationship without explicitly researching the role of the subjects. It is plausible that, for example, a female leader-male subordinate relationship differs significantly from a female subordinate-male leader relationship. Future research should look more into both subordinate and leader gender, and whether these influence dyadic relationships differently.

An important step that has to be made by future researchers is the improvement of study design. All the limitations discussed above are to be considered and dealt with. This means that longitudinal studies should be conducted, with larger and more generalizable samples, including control groups.

Conclusion

In conclusion, research shows that gender does not play a moderating role in the relationship between OCB and LMX. Moreover, findings on the role of leader and/or subordinate gender in LMX relationships are highly inconsistent. More and better research needs to be conducted in order to find clear answers. Once we have more answers and understanding on the role of gender in LMX, this information can be useful in developing trainings and seminars on how to deal with certain situations, in order to create a better working environment for everyone.