Motivation of travel agents' customer service behavior and organizational citizenship behavior: The role of leader-member exchange and internal marketing orientation

2015 ◽  
Vol 48 ◽  
pp. 362-369 ◽  
Author(s):  
Cheris W.C. Chow ◽  
Jennifer Y.M. Lai ◽  
Raymond Loi
Keyword(s):  
Customer Service ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Internal Marketing ◽  
Citizenship Behavior ◽  
Travel Agents ◽  
Marketing Orientation ◽  
Member Exchange ◽  
Service Behavior

Revisiting the “give and take” in LMX

2018 ◽  
Vol 47 (2) ◽  
pp. 555-571 ◽  
Author(s):  
Yu Han ◽  
Greg Sears ◽  
Haiyan Zhang
Keyword(s):  
Social Exchange ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Equity Theory ◽  
Equity Sensitivity ◽  
Citizenship Behavior ◽  
Content Type ◽  
The Social ◽  
Member Exchange

Purpose Drawing on principles of social exchange and equity theory, the purpose of this paper is to examine the relationship between employee reports of leader-member exchange (LMX) and two types of organizational citizenship behavior (OCB): affiliative and change-oriented OCB. Further, equity sensitivity, a dispositional variable reflecting one’s tendency to “give” or “take” in their interpersonal interactions, was tested as a moderator of these effects. Design/methodology/approach Data were collected from a sample of 240 manufacturing employees in China and their respective supervisors. Multilevel analyses were conducted to test the hypothesized effects. Findings LMX was found to be positively associated with affiliative, but not change-oriented OCB. Equity sensitivity moderated these relationships, such that LMX was positively associated with both types of OCB when employees are benevolent, but not when they are entitled. Research limitations/implications Given the different pattern of relationships that were observed between LMX and affiliative vs change-oriented OCB, the results suggest that LMX may differentially influence these two types of OCB. Future studies should continue to explore the role of dispositional traits in moderating the effects of LMX, including less desirable (“negative”) traits. Originality/value Very few studies have examined the role of dispositional variables in moderating the effects of LMX. Consistent with principles of the social exchange and equity theory, the results suggest that LMX will only be associated with OCB when employees are benevolent (i.e. they are “givers”), and not when they are entitled (i.e. they are “getters”).

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

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. <p> </p><p><strong> Article visualizations:</strong></p><p><img src="/-counters-/edu_01/0770/a.php" alt="Hit counter" /></p>

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

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.

scholarly journals The Impact of Psychological Empowerment on Organizational Citizenship Behavior and Knowledge Sharing Behavior: The Mediating role of Employee Engagement and Moderating role of Leader-member exchange

2017 ◽  
Vol 5 (2) ◽  
pp. 1-12
Author(s):  
Rizwana Kosar ◽  
Keyword(s):  
Employee Engagement ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Psychological Empowerment ◽  
Citizenship Behavior ◽  
Leader Member Exchange ◽  
Knowledge Sharing Behavior ◽  
Member Exchange ◽  
Sharing Behavior

The aim of this study is to determine the relationship between psychological empowerment and two behavioral outcomes of an employee (organizational citizenship behavior and knowledge sharing behavior) by examining the mediating role of employee engagement and moderating role of leader-member exchange. A survey was completed by 146 employees working in a variety of jobs and organizations. The data were collected by self- administered questionnaire and then analyzed by using correlation and regression analysis. Results indicate that psychological empowerment positively influences organizational citizenship behavior and knowledge sharing behavior. In addition, employee engagement partially mediates the relationship between psychological empowerment and organizational citizenship behavior and fully mediates between psychological empowerment and knowledge sharing behavior. Leader-member exchange does not moderate the relationship between psychological empowerment and employee engagement. Psychological empowerment has positive relationship with the employee engagement for employees low in leader-member exchange than for employees high in leader-member exchange. The implications of these findings are discussed.

Leader narcissism and subordinate change-oriented organizational citizenship behavior: Overall justice as a moderator

2020 ◽  
Vol 48 (7) ◽  
pp. 1-12
Author(s):  
Sun-Bok Ha ◽  
Soojin Lee ◽  
Gukdo Byun ◽  
Ye Dai
Keyword(s):  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Citizenship Behavior ◽  
Hierarchical Regression ◽  
Mediating Role ◽  
Overall Justice ◽  
Member Exchange ◽  
The Relationship ◽  
Practical Implications

We examined the effect of leader narcissism on the change-oriented organizational citizenship behavior of subordinates and the mediating role of leader–member exchange (LMX) in this relationship. We further proposed that perceived overall justice would moderate the relationship between leader narcissism and LMX. We used data from 158 pairs of squadron leaders and subordinates in 4 battalions of the Korean Army. Hierarchical regression analysis results confirmed the proposed effects and further revealed a stronger positive relationship between leader narcissism and LMX when perceived overall justice was high versus low. Theoretical and practical implications are discussed.

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