Pressured role modeling effect: a trickle-down model of leader OCB via citizenship pressure

Purpose This study aims to reveal a controlled motivational mechanism underlying the effect of leader role modeling. It introduces an integrated model wherein leader organizational citizenship behavior (OCB) elicits employee OCB by inducing heightened citizenship pressure (CP). Design/methodology/approach This study collected multi-wave data from 276 employees within a telecommunications company in China. The hypotheses were tested with path analysis. Findings This study found that the pressured role modeling effect of leader OCB depends on employee value orientations. For employees with strong individualism, leader OCB positively influences employee CP and indirectly affects employee OCB via CP. Practical implications Practitioners should recognize the pressured role modeling effect when leading by example, and take measures (e.g. training and guidance) to help employees manage this pressure effectively, especially for those high in individualism. Originality/value Contrasting with the established assumption of employees’ voluntary modeling, this study reveals a controlled mechanism behind leader role modeling, offering a more nuanced perspective on its effects. These findings contribute to the broader leadership literature and the specific OCB literature.