Abstract: The research aims to examine the effect of Team Leader OCB on Team Employee In-Role Performance and its mechanism including team employee’s Collective Team Identification and Leader Identification as mediators. A great many previous studies have verified that team leader has a significant impact on team effectiveness. Team Leader OCB is a kind of specific and positive work behavior that team leader display in job context, but few researches focused on the role that Team Leader OCB play in this research framework, also it is important and meaningful for Chinese management context, so we select Team Leader OCB as antecedent variable to investigate if it affects team effectiveness. Team Employee In-Role performance is the core of team effectiveness and is also meaningful for Chinese management context, so we select it as dependent variable to see whether Team Leader OCB affects it. If so, and how? We think that Social Identity Theory is power enough to explain this mechanism, and Team employee’s Collective Team Identification and Leader Identification are main identification forms in team work surrounding, so we take them as mediating variables at different levels to investigate how Team Leader OCB affects Team Employee In-Role Performance. By relevant theoretical derivation, we establish four multilevel hypothesis models to be verified. Investigation by supervisor-subordinate matching questionnaire were carried out to collect data, specifically, Team Employee In-Role Performance was evaluated by team leaders, Team Leader OCB, Collective Team Identification and Leader Identification were evaluated by team employees.Finally,29 team’s valid data were collected and verified available by a serious statistical analysis. Three hypothesis models were tested by these valid data, results show: Team Leader OCB has a significant positive impact on Team Employee In-Role Performance; team employee’s Collective Team Identification and Leader Identification respectively has significant cross-level mediation effect between Team Leader OCB and Team Employee In-Role Performance; team employee’s Collective Team Identification and Leader Identification have significant cross-level mediation effect between Team Leader OCB and Team Employee In-Role Performance at the same time. The research has several theoretical contributions an management inspirations. First, the research introduce a new antecedent-Team Leader OCB to examine the effect on Team Employee In-Role Performance which are both important and meaningful for Chinese management context, which is a beneficial complement to concrete content of this research paradigm and team leadership theory. Also, the research explain relevant mechanism according to social identity theory, which could enhance explanatory power of this theory in team work context. Second, based on empirical study result and relevant conclusion, team leader should act out a higher standard OCB to promote team employee’s identification of different forms, and then promote their in-role performance. Accordingly, senior manager should inspect the level of team leader’s OCB in selection process and maintain it in a higher standard by relevant management methods to promote team and organization effectiveness. The deficiency and prospect of the research are discussed.

Key words: Team Leader OCB, Team Employee In-Role Performance, Collective Team Identification, Leader Identification, Multilevel Model

摘要： 本研究旨在考察团队领导组织公民行为对团队员工角色内绩效的影响及其以团队员工的共享团队认同和领导认同为中介的作用机制。采用团队领导—团队员工匹配问卷的调查方法，使用29个团队的样本数据对相应的多层次模型进行检验。结果显示：团队领导组织公民行为对团队员工角色内绩效有显著的正向影响；团队员工的共享团队认同和领导认同分别和同时在团队领导组织公民行为与团队员工角色内绩效之间起到完全的跨层次中介作用。

关键词: 团队领导组织公民行为, 团队员工角色内绩效, 共享团队认同, 领导认同, 多层次模型