Focusing on helping as an organizational citizenship behavior (OCB), we extend the Temporal Theory of OCB by arguing that the curvilinear pattern of helping it suggests during a role transition varies as a function of the nature of the transition (i.e., moving to a new role from within versus from outside), and the leadership and normative characteristics of the unit joined. Moreover, we theorize that these resulting variations on the baseline pattern of helping have implications on key outcomes such as performance, social integration, and turnover intentions. Using five-waves of multi-source longitudinal data, we find that for those transitioning, helping intensity indeed follows the hypothesized curvilinear trajectory, but with this pattern varying as a function of the nature of the transition, and leadership and normative unit characteristics. Moreover, the data indicate that three alternative trajectory profiles explain significant variance in the outcomes noted above. Theoretical and practical implications are discussed.