scholarly journals Can change leadership impact on staff organizational citizenship behavior? A scenario from Malaysia

2019 ◽  
Vol 13 (2) ◽  
pp. 65-81 ◽  
Author(s):  
Simin Ghavifekr ◽  
Adebayo Saheed Adewale
Keyword(s):  
Higher Education ◽  
Organizational Behavior ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Higher Education Institutions ◽  
Change Leadership ◽  
Citizenship Behavior ◽  
Academic Leaders ◽  
Content Type ◽  
The Impact

Purpose The purpose of this paper is to explore the impact of change leadership on staff organizational citizenship behavior in a university setting. Moreover, the study aims to explore forces that influencing on staff organizational citizenship behavior in higher education institutions. Design/methodology/approach The study adopts a qualitative research design. An interview protocol along with field notes were used as major approaches for collecting in-depth data. Coding and categorizing approach were used to analyze interview transcriptions to help for emerging the study’s themes. Findings The findings reveal that change leadership builds confidence of staff, motivate them and helps to ensure trust. Moreover, results show that staff organizational citizenship behavior is influenced by personal, organizational, social-cultural and economic forces. To increase the organizational citizenship behavior of staff in higher education institutions, there is a need for leaders to use appropriate change-oriented style in leading their organizations. Findings also revealed that change leaders must serve as role-model to their subordinates as a way on enhancing staff organizational citizenship behavior. Research limitations/implications Academic leaders are the pivot of change in higher education institutions. Accordingly, the effectiveness of higher education institution, staff and students are depending on the effectiveness of the leadership. In this regard, academic leaders’ willingness to change is the most effective factor that not only sets the credibility of the organization, but, more importantly, influence on staff organizational behavior. Practical implications It is hoped that the outcome of this research will contribute to the current knowledge of change leadership and organizational behavior in universities. Originality/value This is an original research and makes a great contribution to higher education in Asian countries.

Exemplary followership. Part 1: refining an instrument

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Tim O. Peterson ◽  
Claudette M. Peterson ◽  
Brian W. Rook
Keyword(s):  
Factor Analysis ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Organizational Citizenship Behaviors ◽  
Citizenship Behavior ◽  
Future Research ◽  
Citizenship Behaviors ◽  
Content Type ◽  
The Usa ◽  
The Impact

Purpose The overall purpose of this paper is to determine to what extent organizational citizenship behaviors predict followership behaviors within medical organizations in the USA. This is the first part of a two-part article. Part 1 will refine an existing followership instrument. Part 2 will explore the relationship between followership and organizational citizenship. Design/methodology/approach Part 1 of this survey-based empirical study used confirmatory factor analysis on an existing instrument followed by exploratory factor analysis on the revised instrument. Part 2 used regression analysis to explore to what extent organizational citizenship behaviors predict followership behaviors. Findings The findings of this two-part paper show that organizational citizenship has a significant impact on followership behaviors. Part 1 found that making changes to the followership instrument provides an improved instrument. Research limitations/implications Participants in this study work exclusively in the health-care industry; future research should expand to other large organizations that have many followers with few managerial leaders. Practical implications As organizational citizenship can be developed, if there is a relationship between organizational citizenship and followership, organizations can provide professional development opportunities for individual followers. Managers and other leaders can learn how to develop organizational citizenship behaviors and thus followership in several ways: onboarding, coaching, mentoring and career development. Originality/value In Part 1, the paper contributes an improved measurement for followership. Part 2 demonstrates the impact that organizational citizenship behavior can play in developing high performing followers.

Workplace bullying and organizational citizenship behavior: the parallel mediating effects of job satisfaction and resilience

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Aparna Mendiratta ◽  
Shalini Srivastava
Keyword(s):  
Job Satisfaction ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Workplace Bullying ◽  
Citizenship Behavior ◽  
Equation Modeling ◽  
Content Type ◽  
Hospitality Sector ◽  
The Impact

PurposeUpholding congruency with conservation of resources (COR) theory, the study intends to analyze the impact of workplace bullying on organizational citizenship behavior (OCB) via job satisfaction and resilience as parallel mediators in the Indian hospitality sector.Design/methodology/approachThe study used a data of 240 respondents working in the hospitality sector in India. Direct and indirect effects were assessed through statistical techniques such as structural equation modeling and mediation analysis (Preacher and Hayes, 2004) for hypotheses testing using SPSS and AMOS tools.FindingsThe findings of the study suggest the negative correlation between workplace bullying and OCB. This study demonstrates the role of job satisfaction and resilience as parallel mediators in combating the cascading ill effect of workplace bullying on OCB.Research limitations/implicationsThe results help India's hospitality sector to understand the intensity and impact of workplace bullying on job satisfaction and OCB.Originality/valueThis is the original and first study examining the role of workplace bullying on OCB via job satisfaction and resilience as parallel mediators in the non-Western context.

Educator organizational citizenship behavior and job satisfaction moderation in the GCC expatriate-dominated market

2019 ◽  
Vol 27 (1) ◽  
pp. 19-35 ◽  
Author(s):  
Nabeel Sawalha ◽  
Yunus Kathawala ◽  
Ihab Magableh
Keyword(s):  
Higher Education ◽  
Job Satisfaction ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Job Characteristics ◽  
Sem Analysis ◽  
Citizenship Behavior ◽  
Content Type ◽  
Task Identity ◽  
The Relationship

PurposeThis paper aims to explore the relationship between job characteristics (JC) and organizational citizenship behavior (OCB) moderated by job satisfaction (JS) among educators in the higher education institutions in the countries of the Gulf Cooperation Council (GCC), including Saudi Arabia, Kuwait, Bahrain, Qatar, United Arab Emirates and Oman, taking into consideration that most educators at the higher education institutions in this area are expatriates.Design/methodology/approachA sample of 157 faculty members and instructors was used. Five job characteristics (skill variety, task identity, task significance, autonomy and feedback) and five OCB behaviors (altruism, civic virtue, courtesy, conscientiousness, and sportsmanship) were studied. The overall job satisfaction was measured with seven general items adopted from Al-Damour and Awamleh (2002). Data were collected voluntarily using social media network announcements and pencil and paper. Structural equation modeling (SEM) analysis was used in testing this moderation relationship.FindingsResults showed that job satisfaction plays a significant moderating effect in enhancing the relationship between four out of the five job characteristics (feedback, skill variety, task identity and autonomy) and only two out of five OCB behaviors, namely, altruism and courtesy. Also, culture showed no significant impact on results.Research limitations/implicationsUsing a self-reporting tool, the respondents could give biased responses that might influence results. In addition, the use a complex relationship to establish a causality relationship among many variables measured with many items did make it difficult and sometimes errored out using SEM analysis.Practical implicationsThis study delivers important suggestions to the management of these institutions as well as higher education administration about how to enhance their educators’ OCBs as a source of competitive advantage taking into consideration that expatriates work within certain legal and social contexts.Originality/valueWith very limited related research covering this region, this study provides an insight into how educators’ OCBs can be enhanced within unique employment structures and policies designed for expatriate educators in the GCC countries.

scholarly journals Leadership Self-Efficacy, Change Oriented Behavior and Organizational Citizenship Behavior: The Moderating Effect of Experience

2019 ◽  
Vol 8 (4) ◽  
pp. 36
Author(s):  
Adebayo Saheed Adewale ◽  
Hazri Jamil ◽  
Adebayo-Shittabey Khadijah
Keyword(s):  
Higher Education ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Self Efficacy ◽  
Higher Education Institutions ◽  
Moderating Effect ◽  
Citizenship Behavior ◽  
Equation Modeling ◽  
Human Society ◽  
Essential Factor

Knowledge is an essential factor in human existence. Education has been found responsible for social, economic, cultural and technological development of human society. Higher education institutions are responsible for producing required skilled human capital needed to enhance sustainable development. For these institutions to meet up with numerous demand of the society and function effectively leadership is an essential factor to be considered. This study examined the effect of leadership self-efficacy, change oriented behavior on staff organizational citizenship behavior in higher education institutions focusing on the moderating effect of experience. A total of 420 staff from 10 different higher education institutions in Lagos State, Nigeria were sampled. Structural Equation Modeling was used to access the moderating effect of experience on these variables. It was found that experience moderates the relationship between leadership self-efficacy, change oriented behavior, change policy and organizational citizenship behavior. Therefore, experience must be considered as a vital factor in higher education management and development.  

The little engine that could: the impact of psychological empowerment on organizational citizenship behavior

2020 ◽  
Vol 23 (4) ◽  
pp. 281-296
Author(s):  
David L. Turnipseed ◽  
Elizabeth A. VandeWaa
Keyword(s):  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Psychological Empowerment ◽  
Citizenship Behavior ◽  
Citizenship Behaviors ◽  
Content Type ◽  
Four Dimensions ◽  
Single Industry ◽  
The Impact ◽  
Practical Implications

PurposeThe study examines the relationships between the dimensions of psychological empowerment and organizational citizenship behavior (OCB). The purpose is to identify specific dimensions of psychological empowerment that are linked to above average or “beyond the expected” citizenship behaviors.Design/methodology/approachA theoretical basis for a linkage between the four dimensions of psychological empowerment and dimensions of OCB was developed. Using a sample of 137 participants, these theoretical relationships were tested with hierarchical linear multiple regressions.FindingsThere are differential relationships between the dimensions of psychological empowerment and the dimensions of OCB. The OCB dimensions of contentiousness, altruism and obedience are linked to the psychological empowerment dimension of meaning: conscientiousness is also linked to competency.Research limitations/implicationsThe study sample was single industry and single organization to avoid interindustry and interorganizational contamination, and the results may lack generalizability. Therefore, researchers are encouraged to test the study hypotheses in other industries and occupations.Practical implicationsThe study sample was single industry and single organization to avoid interindustry and interorganizational contamination, and the results may lack generalizability. Therefore, researchers are encouraged to test the study hypotheses in other industries and occupations.Originality/valueThis paper reports the first known study of the relationships between Spreitzer's psychological empowerment dimensions and OCB. The value is the identification of manipulable relationships that can explain actual empowerment and provide pragmatic guidance for managers to increase empowerment and thus hopefully organizational effectiveness.

Is organizational citizenship behavior an attractive behavior for managers? A Kano model approach

2015 ◽  
Vol 34 (5) ◽  
pp. 601-620 ◽  
Author(s):  
Reza Salehzadeh ◽  
Arash Shahin ◽  
Ali Kazemi ◽  
Ali Shaemi Barzoki
Keyword(s):  
Organizational Behavior ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Service Industries ◽  
Three Dimensions ◽  
Citizenship Behavior ◽  
Kano Model ◽  
Statistical Population ◽  
Content Type ◽  
One Dimensional

Purpose – Literature review indicates lack of using the Kano model in organizational behavior domain and managers’ satisfaction. The purpose of this paper is to propose a Kano-based model for managers’ satisfaction. Design/methodology/approach – In order to examine one of the proposed behaviors in this model, the role of employees’ organizational citizenship behavior (OCB) as an attractive behavior, has been investigated. The statistical population includes managers of the Isfahan’s financial service industries. After distributing questionnaires, 224 accurate questionnaires have been used for data analysis. In designing the survey questionnaire, the OCB questionnaire developed by Podsakoff et al. (1990) and Bell and Menguc (2002) has been used. For each of the OCB dimensions, some questions have been initially designed; then after collecting data, by using Kano evaluation table, the behavior types have been determined. Findings – Findings imply that by using the Kano model, five types of behaviors, i.e. must-be, one-dimensional, attractive, indifferent, and reverse can be identified. The findings related to case study also indicate that out of five dimensions of OCB, three dimensions of altruism, sportsmanship, and civic virtue are located in Attractive category; the courtesy dimension is located in must-be category; the conscientiousness dimension is located in one-dimensional category; and in reverse category, no dimension is located. In general, OCB is located in attractive category. Research limitations/implications – By using the results of this survey, a new classification of employees’ behaviors types can be suggested. The results of this study can help employees in understanding what kind of their behaviors causes managers’ satisfaction. Originality/value – The results of this study have an important contribution in the literature of the Kano model and OCB.

Millennials and organizational citizenship behavior

2018 ◽  
Vol 41 (7) ◽  
pp. 774-788 ◽  
Author(s):  
Baiyun Gong ◽  
Regina A. Greenwood ◽  
David Hoyte ◽  
Arlene Ramkissoon ◽  
Xin He
Keyword(s):  
Career Development ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Job Crafting ◽  
Citizenship Behavior ◽  
Full Time ◽  
Job Outcomes ◽  
Content Type ◽  
Career Anchor ◽  
The Impact

Purpose Growing up in the technology era and heavily invested in longer full-time education, the millennial workforce holds unique characteristics that may influence important job outcomes. Building on the recent research on workforce generations, this paper aims to investigate not only the overall effect of the millennial generation on organizational citizenship behavior (OCB) but also the nuanced effect of how workforce generations may interact with two factors in career development (i.e. job crafting and career anchor) in predicting OCB. Design/methodology/approach An online survey was conducted among full-time workers in the USA, 321 (64 per cent) of whom were millennials. Hierarchical regression was used to test the hypotheses. Findings Results indicated that millennials appeared to be less interested in OCB compared to earlier generations in the workforce. Nevertheless, some dimensions of OCB increased when millennials conducted resource-related job crafting or when they held a career anchor on service. In addition, both of these career development factors were positively correlated with OCB. Research limitations/implications This study offers important implications to researchers as well as practitioners and highlights the significance of career development factors in motivating millennials toward desired job outcomes. Originality/value This research is among the initial attempts to assess the impact of job design and career factors on OCB among millennial workers. The findings highlight millennials’ unique perspectives toward OCB and how job crafting and career anchor may play influencing roles on OCB. With millennials becoming the largest generation in the workforce, such knowledge is critical.

The impact of workplace loneliness on employee outcomes: what role does psychological capital play?

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Mantasha Firoz ◽  
Richa Chaudhary
Keyword(s):  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Family Conflict ◽  
Psychological Capital ◽  
Citizenship Behavior ◽  
Creative Performance ◽  
Content Type ◽  
Personal Resource ◽  
Work Family ◽  
The Impact

PurposeWith little empirical attention devoted to the consequences of loneliness in the workplace, the present study investigated the effect of workplace loneliness on creative performance, organizational citizenship behaviors and work-family family conflict. Furthermore, psychological capital was examined as a moderator of these relationships.Design/methodology/approachThe proposed model was tested in two different studies on a sample of employees from manufacturing (Sample 1: n = 379) and service (Sample 2: n = 559) organizations in India. Data were collected using self-administered questionnaires at two different points in time. Confirmatory factor analysis and multiple hierarchical regressions were used to test the hypothesized model.FindingsWhile workplace loneliness was found to negatively affect creative performance and organizational citizenship behavior, its impact on work-family conflict was positive. Results revealed a significant moderating effect of psychological capital on these relationships. Psychological capital buffered the impact of loneliness in a way that the detrimental effect of loneliness on performance behaviors was less severe for the individuals with high psychological capital.Originality/valueThe study makes an original and noteworthy contribution to the loneliness and negative emotions literature by advancing the understanding around the consequences and boundary conditions of loneliness in the workplace. It carries important implications for managing loneliness in the organizations by identifying psychological capital as an important personal resource for mitigating the effects of workplace loneliness on creativity and extra-role behaviors.

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