Impact of prosocial motivation on organizational citizenship behavior: the mediating role of ethical leadership and leader–member exchange

This study aims to examine the influence of leader-member exchange (LMX) and coworker support on organizational citizenship behavior (OCB) directed to coworkers, and the mediating role of job satisfaction on these relationships. The respondents of this study were 156 employees who worked as salespeople in various industries in Surabaya. The results of testing using PLS-SEM show that LMX has a significant effect on OCB directed at coworkers, but coworker support does not significantly influence OCB directed at coworkers. LMX and coworker support have effects on job satisfaction, and job satisfaction affects OCB directed to coworkers. Job satisfaction mediates the influence of LMX and coworker support on OCB directed to coworkers. Based on these results, companies need to improve the quality of the relationship between supervisors and subordinates, and between coworkers, such as by conducting training activities for them.

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Leader–Member Exchange (LMX) and Frontline Employees’ Service-Oriented Organizational Citizenship Behavior in the Foodservice Context: Exploring the Moderating Role of Work Status

International Journal of Hospitality & Tourism Administration ◽

10.1080/15256480.2017.1324337 ◽

2017 ◽

Vol 19 (3) ◽

pp. 233-258 ◽

Cited By ~ 8

Author(s):

JaeMin Cha ◽

Carl P. Borchgrevink

Keyword(s):

Organizational Citizenship ◽

Organizational Citizenship Behavior ◽

Citizenship Behavior ◽

Work Status ◽

Leader Member Exchange ◽

Frontline Employees ◽

Member Exchange ◽

Service Oriented ◽

Moderating Role

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The influence of ethical leadership on academic employees’ organizational citizenship behavior and turnover intention

Management Decision ◽

10.1108/md-08-2017-0721 ◽

2019 ◽

Vol 57 (3) ◽

pp. 583-605 ◽

Cited By ~ 11

Author(s):

Raad Abdulkareem Shareef ◽

Tarik Atan

Keyword(s):

Intrinsic Motivation ◽

Organizational Citizenship ◽

Ethical Leadership ◽

Organizational Citizenship Behavior ◽

Turnover Intention ◽

Turnover Intentions ◽

Citizenship Behavior ◽

Content Type ◽

Mediating Role

PurposeThe purpose of this paper is to examine the effect of ethical leadership on followers’ organizational citizenship behavior (OCB) and turnover intention and to examine the mediating role of intrinsic motivation in the relationships.Design/methodology/approachThe study employed a quantitative research method with a sample of 351 supervisor–subordinate dyads in three large public universities in the Kurdistan Region of Iraq. The statistical analysis was conducted using Statistical Package for Social Science software, through multiple regression analyses to test the research hypotheses.FindingsThe results indicated that ethical leadership positively related to OCB and negatively related to turnover intentions. The results also showed that intrinsic motivation fully mediates the relationship between ethical leadership, OCB, and turnover intentions.Originality/valueThis study recognized the gap in the literature, and it contributes to the body of knowledge through an examination of the mediating role of intrinsic motivation between ethical leadership, OCB and turnover intention, relying on the cognitive evaluation theory.

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ORGANIZATIONAL CITIZENSHIP BEHAVIOR AND LEADER-MEMBER EXCHANGE AS CORRELATES OF WORKPLACE VIOLENCE AMONG WORKERS: MODERATING ROLE OF AUTONOMY

European Journal of Management and Marketing Studies ◽

10.46827/ejmms.v6i2.1019 ◽

2021 ◽

Vol 6 (2) ◽

Author(s):

Stephen E. Iloke ◽

Tochukwu M. Oguegbe ◽

Leonard N. Ezeh

Keyword(s):

Organizational Citizenship ◽

Organizational Citizenship Behavior ◽

Workplace Violence ◽

Citizenship Behavior ◽

Teaching Staff ◽

Leader Member Exchange ◽

Member Exchange ◽

The Relationship ◽

Moderating Role

The present study investigated the moderating role of autonomy in the relationship among organizational citizenship behaviours, leader member exchange and workplace violence. Two hundred and twenty (220) non-teaching staff of Nnamdi Azikiwe University, Awka campus participated in the study. They comprised of 176 females and 44 males. Their age ranged from 22 to 53 years with their mean age of 33.1yearsand standard deviation of 5.7. Four instruments were adopted in the study, namely 12-item workplace violence scale developed by Wang (2002), 20-item organizational citizenship behavior scale developed by Spector, Fox, Goh, Brussema & Kessler (2012), 11-item leader member exchange scale developed by Graen and Taylor (2004). Correlational design was employed for the study. Pearson product moment correlation statistics and multiple regression were also employed as the statistical tool to test the 4 hypotheses generated. The results of the hypotheses tested showed that organizational citizenship behavior positively and significantly correlated with workplace violence (r=.88, P<.001), leader member exchange positively and significantly correlated with workplace (r=.82, P<.001), autonomy significantly moderated the relationship between organizational citizenship behavior and leader member exchange on workplace violence β(.-67, t= -5.15, p<.01)). Autonomy moderated the relationship between organizational citizenship behavior and leader member exchange β(-2.34; t= -5.57, p<.01). It was recommended that workers should be encouraged to imbibe citizenship behaviours in their workplaces. Article visualizations:<img src="/-counters-/edu_01/0770/a.php" alt="Hit counter" />

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Music festival supervisor leadership style and organizational citizenship behavior: the effects of employee and volunteer relationships and dependence on their leader

International Journal of Event and Festival Management ◽

10.1108/ijefm-11-2020-0070 ◽

2021 ◽

Vol ahead-of-print (ahead-of-print) ◽

Author(s):

Annamarie D. Sisson

Keyword(s):

Leadership Style ◽

Organizational Citizenship ◽

Organizational Citizenship Behavior ◽

Mediating Effect ◽

Citizenship Behavior ◽

Leader Member Exchange ◽

Content Type ◽

Music Festival ◽

Member Exchange

PurposeThe relationship between leadership style and employee outcomes is well established. However, organizational management research lacks an understanding of the dyadic relationship between supervisors and employees and volunteers at music festivals. This study examines a mediation model in which leader–member exchange (LMX) affects leadership style and organizational citizenship behavior. Additionally, the study examines a moderating model in which dependence on the leader moderates relationships between leadership style and leader–member exchange.Design/methodology/approachConfirmatory factor analysis, structural equation modeling and conditional process analysis were employed to test the model using data collected from 97 supervisors, volunteers and employees who worked at an annual large-scale music festival staged in Costa Rica.FindingsResults reveal that leadership style relates positively to LMX and organizational citizenship behavior (OCB). Simultaneously, the mediating effect of LMX and moderating effect of dependence on the leader was not significant on the leadership style and OCB.Research limitations/implicationsGiven the small sample size and accessibility to one music festival, caution should be taken in drawing causal conclusions from the results.Practical implicationsThe study contributes to the knowledge of event and festival management with recommendations for leadership training initiatives for supervisors and employees/volunteers.Originality/valueThis study is among the first to examine the mediating role of LMX between leadership style and OCB, moderating the role of dependence on leadership style and LMX with music festival supervisors and employees/volunteers.

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