Abstract: In the relationship between leaders and employees, the consistency of their perception for exchange relationship plays an important role in enhancing employees' organizational citizenship behaviors. However, existing studies only explain this process from a single perspective of employees or leaders. This study takes the perspective of leadership-employee to explore the influence of leadership-employee exchange consistency on employees' organizational citizenship behaviors by reference to social exchange theory and organizational identity theory. Based on a three-stage survey of 85 leaders and 352 employees in 7 high-tech enterprises, the polynomial regression and response surface analysis are carried out. The results show that compared with the "low-low", "low-high" and "high-low" exchange between leaders and members, in the situation of "high-high" exchange, employees' organizational citizenship behaviors is the best; organizational identity moderates the relationship between leader-member exchange consistency and organizational citizenship behaviors. This conclusion clarifies the relationship between leader-employee exchange consistency and employees' organizational citizenship behaviors, expands the antecedents of organizational citizenship behaviors, develops the social exchange theory and organizational identity theory, and extends the situational mechanism research of leader-employee exchange consistency from the perspective of organizational identity. In the field of practice, the study puts forward the idea of preparing employees for professional dedication by developing the exchange consistency between leaders and employees to the extent that leaders become "confidants" of employees.

Key words: leader-member exchange, organizational citizenship behaviors, organizational identity, congruence