Spector & Che (2014) includes leader-member exchange (LMX), and is based on the findings by Dalal (2005) concerning problems with the assessment of OCB. When the assessment problems are controlled, LMX relates to CWB but not OCB.

Dalal, R. S. (2005). A meta-analysis of the relationship between organizational citizenship behavior and counterproductive work behavior. Journal of Applied Psychology, 90(6), 1241-1255. doi:http://dx.doi.org/10.1037/0021-9010.90.6.1241

Spector, P. E., & Che, X. X. (2014). Re-examining citizenship: How the control of measurement artifacts affects observed relationships of organizational citizenship behavior and organizational variables. Human Performance, 27(2), 165-182. doi:10.1080/08959285.2014.882928

There is lots of stuff out there exploring different aspects of their relation...

Ehrhart, M. G. (2004). Leadership and procedural justice climate as antecedents of unit‐level organizational citizenship behavior. Personnel psychology, 57(1), 61-94.

Abd El Majid, E., & Cohen, A. (2015). The role of values and leadership style in developing OCB among Arab teachers in Israel. Leadership & Organization Development Journal, 36(3), 308-327.

Banks, G. C., McCauley, K. D., Gardner, W. L., & Guler, C. E. (2016). A meta-analytic review of authentic and transformational leadership: A test for redundancy. The Leadership Quarterly.

Carter, M. Z., Mossholder, K. W., Feild, H. S., & Armenakis, A. A. (2014). Transformational leadership, interactional justice, and organizational citizenship behavior the effects of racial and gender dissimilarity between supervisors and subordinates. Group & Organization Management, 39(6), 691-719.

Decoster, S., Stouten, J., Camps, J., & Tripp, T. M. (2014). The role of employees' OCB and leaders' hindrance stress in the emergence of self-serving leadership. The Leadership Quarterly, 25(4), 647-659.

Goswami, A., Li, M., Beehr, T. A., & Goffnett, S. P. (2014, January). Path-Goal Leaders’ Behaviors and Subordinates’ Personalities: Resulting Subordinates’ Behaviors. In Academy of Management Proceedings (Vol. 2014, No. 1, p. 11888). Academy of Management.

Nohe, C., & Michaelis, B. (2016). Team OCB, leader charisma, and organizational change: A multilevel study. The Leadership Quarterly.

Shin, Y., Oh, W. K., Sim, C. H. S., & Lee, J. Y. (2016). A Multilevel Study Of Supportive Leadership And Individual Work Outcomes: The Mediating Roles Of Team Cooperation, Job Satisfaction, And Team Commitment. Journal of Applied Business Research, 32(1), 55.

There are some papers writen in english by portuguese researchers.

Perceptions of organizational virtuousness and happiness as predictors of organizational citizenship behaviors

A Rego, N Ribeiro, MP Cunha - Journal of Business Ethics, 2010;

How happiness mediates the organizational virtuousness and affective commitment relationship

A Rego, N Ribeiro, MP e Cunha, JC Jesuino - Journal of Business Research, 2011;

Corporate Citizenship Concept encompasses: Corporate social responsibility, corporate social responsiveness, and corporate social performance. Organizational citizenship behavior and leadership are closely interrelated.  Corporate social responsibility emphasizes obligation and accountability to society. Corporate social responsiveness emphasizes action, activity. Corporate social performance emphasizes outcomes, results. Organizational leadership world over ponder over the question: will the spending on doing good to the society pay off?  This is an irrelevant thought. Society has allowed organizations to exist and carry out their business. Hence, organizations have the responsibility to pay back, and this must be understood by Organizational leadership, who may initiate concrete steps on investment for skill development, employability and consequently, improving the earning capacity of the people at the ‘bottom of the pyramid’. Further, the supply chain may be extended to include and engage poor communities in the sourcing, production, waste management, marketing etc. Organizations must invest for the development of environment and local community, thereby establishing a win- win partnership with the society. This will certainly help organizations to establish identity as socially responsible and ethical entities, which display organizational citizenship behavior. These steps will go long way to create competitive advantage and sustainability of the organizations. Finally, organizations must discharge the responsibilities not only to the shareholders, but also to other the stakeholders. Organizational citizenship behavior demands: socially responsible, environmentally conscious, economically prudent and innovative leaders, who lead businesses towards sustainability.

Ilies, R., Nahrgang, J. D., & Morgeson, F. P. (2007). Leader-member exchange and citizenship behaviors: A meta-analysis. Journal of Applied Psychology, 92(1), 269-277.

My research focuses on the determinants and outcomes of OCB in the educational context. Please see the edited book below. I can share the chapters you may be interested if you would send me an email to: [email protected]. Good luck.

Duyar, I. & Normore, A. (2012). Discretionary behavior and performance in educational organizations: The missing link in educational leadership and management, Bingley, UK: Emerald.

Congrats for placing an interesting question. Few papers for your kind perusal. Wish you all the best

10.1080/08959285.2014.882928

Article How leaders' emotional displays shape followers' organizatio...

There is a detailed scale from Organ (1997) that measures OCB - I believe that it has two sub scales - Altruism and Generalized Compliance. Worth looking at. We have are looking at how Organizational Identity impacts OCB in a paper that is currently under review.