OCB has received substantial research attention considering it is beneficial to both organizations and employees. Although the link between regulatory focus and OCB has been studied, most research considered only individual-level regulatory orientation of employees. The present study focuses on how leader-subordinate regulatory fit affect the latter’s OCB engagement in three different dimensions. The participants were composed by 257 leader-subordinate dyads from Taiwan organizations. The results of polynomial regression show that (1) The effect of congruence: OCB-O is higher when leader-subordinate promotion focus is congruent at a high level than low level. Oppositely, OCB-O is lower for prevention fit. (2) The effect of incongruence: OCB-C suffers more when leader-subordinate promotion focus diverges, where the same effect is found on OCB-I and prevention non-fit. (3) The direction of incongruence: Leader promotion focus is more essential for OCB-O, whereas the opposite result was found on OCB-C. Implications of the findings are discussed.

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