Recent research in the leadership domain has revitalized the concepts of consideration and initiating structure. Whereas past research concerning leadership has concentrated on the trait characteristics that make effective leaders, the type of situation in which leaders emerge, or the importance of identifying a universal conceptualization of what leadership encompasses, the behavioral approach focuses on behaviors that make leaders effective. However, as some critics of the behavioral approach have noted, this leadership approach fails to take into account many of the situational factors that can influence leadership effectiveness. Furthermore, many critics of the behavioral approach notably argue that results from behavioral leadership studies can often be skewed due to leniency effects (Yukl, 1998). For example, leaders may inflate ratings on a behavioral leadership measure when assessing themselves. This study aims to address these two valid criticisms of behavioral leadership in an empirical study examining leadership, well-being and organizational citizenship behaviors (OCBs).

In the present study, we examined the relationship between employees' perceptions of their leaders' consideration and initiating structure with helping behaviors in the workplace (i.e., OCBs). Our main hypothesis is that leadership is likely to be related to employee engagement in OCBs when specific subordinate factors are present, such as a heightened sense of well-being. Throughout this submission, we discuss the behavioral approach of leadership, address how leaders may ultimately be able to enhance subordinate performance and provide a case for why leaders may have an impact on employees' engagement in OCBs when employee wellbeing is high.

Around the late 1950s, the shift in leadership theory moved from the trait approach to leadership style, which placed an emphasis on the type of behaviors that leaders exhibit (Avolio, Sosik, Jung, & Berson, 2003). With the emphasis on the behavior of leaders, the majority of research during this time concentrated on two primary concerns (Avolio et al., 2003). The first concern was with identifying the dimensions of leadership styles, or behaviors. Secondly, researchers were concerned with distinguishing amongst these styles to identify the most important behaviors that would discriminate between effective and ineffective leaders.

During the period that emphasized this behavioral approach, The Ohio State studies were influential in their quest for behaviors emulated by effective leaders. The Ohio State leadership studies began with the quest of developing assessments of leader behaviors that were assumed to be utilized by effective leaders (Yukl, 1998). Results of The Ohio State studies found that leaders' behaviors could be categorized into 'consideration' and 'initiating structure.' Leadership consideration is the degree to which leaders show support for their subordinates, express gratitude and are concerned about subordinates' general wellbeing (Fleishman, 1973). Examples of leadership behaviors emulating consideration include inquiring about one's family and ensuring that subordinates are comfortable in their work role. Likewise, initiating structure is the degree to which leaders provide clear expectations of task performance and establish clear lines of communication (Fleishman, 1973). Examples of initiating structure include ensuring that subordinates are aware of their work goals and are communicating clear guidelines of work expectations.

Many critics of the behavioral approach have pointed out a number of problems associated with the theory, with the primary issue being the lack of situational analysis. Furthermore, measurement issues made interpretation of early findings problematic, such that results were often skewed due to leniency effects (Yukl, 1998). Behavioral questionnaires often introduce several types of error, such as response bias and measurement bias. However, the failure of the behavioral approach to acknowledge the influence of the situational context on leadership behavior and outcomes has been the dominant critic of this theory (Den Hartog & Koopman, 2001). Researchers have argued that one way to advance the behavioral approach is to introduce the impact that situational moderators may have on leadership effectiveness (Yukl & Van Fleet, 1992). Situational moderators can include subordinate factors, work environment factors and supervisor factors (Judge, Piccolo, & Ilies, 2004). Additionally, the behavioral approach is likely to be strengthened with valid measures in which subordinates rate their perceptions of leaders' consideration and initiating structure. In doing such, measurement bias is likely to be reduced because subordinates are more likely to accurately rate supervisor behaviors than supervisors would (i.e. supervisors may inflate their own ratings).

In the present study, we examine the relationship of leadership, well-being and organizational citizenship behaviors. Little empirical work has concentrated on the moderating effect that subordinate factors may have on leadership effectiveness and organizational outcomes. The primary hypothesis of the present study is that leadership engagement in behaviors that portray consideration and initiating structure will potentiate the relationship between employee well-being and OCBs. To test this hypothesis, employees were asked to complete measures of their well-being and perceptions of their supervisors' consideration and establishment of work objectives. Additionally, supervisors were asked to complete a measure of their employees' engagement in OCBs. If employees perceive that their supervisors are engaging in considerate and initiating behaviors, they may be more receptive to the actions of their leaders, thereby potentiating the effects of well-being on OCBs. However, if employees feel that their supervisors are exhibiting poor leadership behaviors, the effect of employee well-being on OCBs may dissipate.

Method
Participants and Procedure
Participants in this study included 238 employees and their supervisors from an academic institution. The participants were 44.2 percent male and 55.8 percent female, with an average age of 43. The average position tenure was 5.5, and the average organizational tenure was 9. Employee participants were surveyed in large groups, and their supervisors were given a oneweek time period to respond to and return the measure assessing each employees' OCBs. Employees' well-being was measured using the General Health Questionnaire (GHQ; Goldberg, 1972); this scale is designed to assess an individual's overall level of psychological functioning. Employees' perceptions of leadership were measured using a validated scale obtained from a larger study assessing leadership consideration and establishment of work objectives. Sample items include, "My supervisor is interested in my personal welfare," and "My supervisor delegates work effectively." Employee engagement in OCBs was measured by employees' supervisors. Supervisors were asked to complete the Organizational Citizenship Behavior Questionnaire developed by Podsakoff, MacKenzie, Moorman and Fetter (1990). The scale consists of 24 items measuring each of the five dimensions of OCBs: conscientiousness, sportsmanship, courtesy, altruism and civic virtue.

Results
Employees' perceptions of leadership behaviors assessing consideration and initiating structure were moderately positively correlated with employee well-being, as well as OCBs. However, employee well-being was found to be unrelated to OCBs. Multiple regression results revealed that the interaction of leadership and well-being was a significant predictor of employees' OCBs. This finding provides support for the prediction that leadership is especially predictive of OCBs when employee well-being is high. Thus, the relationship between well-being and OCBs is greater for those who perceived that their leaders exhibited considerate and initiating behaviors. Viewing the interaction a different way, perceiving highly effective leadership behaviors was a stronger predictor of helping behaviors in the workplace when the employee experienced high well-being.

Discussion
The results of the present study provide support for the hypothesis that considerate and initiating leadership behaviors in a work environment may potentiate the relationship between employee well-being and engagement in OCBs. Employees who perceive that they have a supervisor with high consideration and whom exhibit clear guidelines concerning work showed a stronger relationship between well-being and performance in the workplace. When employees perceive that they have a supervisor who lacks value and support, they may be more likely to withdrawal from their work and individual performance may suffer. Likewise, it could even be the case that employees fail to align with their supervisor's values or have failed to provide their supervisor with a chance to accurately display consideration and initiating behaviors, and thus perceive their supervisor as unsuccessful (Eagly, 2005). In this case, employees may experience poor well-being, which leads them to withdraw from their work and not be as affected by the actions of their leaders-even if those actions do coincide with considerate and initiating behaviors.

These findings indicate that when employee well-being is high, leadership behaviors that display consideration, value and structure initiation are especially predictive of performance in the workplace. An employee who is experiencing low wellbeing may be less receptive to these leadership behaviors and withdraw from his/her work. While much work in the behavioral leadership domain has focused on defining and differentiating the theory from other forms of leadership, little empirical research has actually tested under the conditions in which leadership takes place. Furthermore, researchers have argued that the ultimate goal of leadership is to create veritable and sustainable performance through enhancing the ability, support and effort of their subordinates (Gardner & Schermerhorn, 2004). Yet, past research has failed to fully empirically test this argument. This research lends much support to the leadership domain because results not only revealed that leadership behaviors can have an influence on performance in the workplace, but that this effect is especially predictive of performance when employee well-being is high. By enhancing the ability, showing that they care and giving clear performance guidelines, leaders are more likely to lead subordinates to an engaged state in which excellence is achieved at work.

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