Exemplary followership. Part 2: impact of organizational citizenship behavior

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Tim O. Peterson ◽  
Claudette M. Peterson
Keyword(s):  
Factor Analysis ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Citizenship Behavior ◽  
Future Research ◽  
Executive Development ◽  
Content Type ◽  
High Performing ◽  
The Usa ◽  
Predictive Relationship

Purpose The purpose of this study is to determine to what extent there is a predictive relationship between organizational citizenship behaviors (OCB) and followership behaviors within medical organizations in the USA. This is the second part of a two-part paper. It uses a revised followership instrument and an OCB instrument to determine if there is a predictive relationship between OCB and followership behaviors. Design/methodology/approach Part 1 of this quantitative survey-based empirical study used confirmatory factor analysis on an existing instrument and exploratory factor analysis on a revised instrument. Part 2 used regression analysis to explore the predictive relationship between followership and organizational citizenship. Findings The overall findings of this two-part paper show that organizational citizenship has a significant predictive impact on followership behaviors. Research limitations/implications Participants in this study work exclusively in the health care industry; future research should expand to other industries and other large organizations that have many followers but few managerial leaders. Practical implications As organizational citizenship can be developed and there is a predictive relationship between organizational citizenship and followership, organizations can develop professional development for individual followers. Managers and other leaders can learn how to develop OCB, and thus followership in several ways: onboarding, coaching, mentoring and executive development. Originality/value Part 2 of this paper demonstrates the predictive impact that OCB can have in developing high performing followers.

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.

Organizational citizenship behavior for the environment: a management perspective

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Sultan Mohammad Akterujjaman ◽  
Liesbeth Blaak ◽  
Md. Idris Ali ◽  
Andre Nijhof
Keyword(s):  
The Netherlands ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Subjective Norms ◽  
Citizenship Behavior ◽  
Future Research ◽  
Environmental Attitude ◽  
Data Set ◽  
Content Type ◽  
The Relationship

Purpose This study aims to investigate the relationship between organizational citizenship behavior for the environment (OCBE) of managers and the constructs of the theory of planned behavior: perceived behavioral control (PBC) and attitude toward the environment. The current study also aims to explore the magnitude of this relationship with subjective norms as a moderating variable. Design/methodology/approach Data were sourced from a total number of 140 respondents (managers) from different firms in The Netherlands through an online questionnaire by using a mixture of structured, semi-structured and open-ended questions. Having used the correlation test, the study first conducts the exploratory factor analysis and then the reliability test. Finally, it estimates the coefficients by applying the hierarchical regression model to find the relationship between dependent and explanatory variables. Findings Diagnostic test results revealed that data are highly reliable. The coefficient results indicate that PBC and environmental attitude have positive and significant relationships with OCBE. Additionally, subjective norms have a significant and positive effect on strengthening the relationship between PBC and OCBE; however, it has no impact on the relationship between environmental attitude and OCBE. Research limitations/implications This study has some caveats. First, the results presented in the research are derived from a single moment in time. The second limitation has to do with the insignificant results for the construct of environmental attitude. Third, this study comprises a data set obtained from different companies in The Netherlands. Practical implications Organizations that want to increase their environmental performance could look at the PBC, environmental attitude and subjective norms of the managers in regard to OCBE. Originality/value The results of the study contribute to the understanding of the way PBC, environmental attitude and subjective norms positively affect OCBE. Future research should investigate organizational citizenship within business firms by considering corporate social responsibility as a key variable.

The effect of OCB in relationship between personality, organizational commitment and job satisfaction on performance

2017 ◽  
Vol 36 (10) ◽  
pp. 1283-1293 ◽  
Author(s):  
Sri Indarti ◽  
Solimun ◽  
Adji Achmad Rinaldo Fernandes ◽  
Wardhani Hakim
Keyword(s):  
Job Satisfaction ◽  
Organizational Commitment ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Mediating Effect ◽  
Citizenship Behavior ◽  
Empirical Literature ◽  
Equation Modeling ◽  
Future Research ◽  
Content Type

Purpose The purpose of this paper is to know whether organizational citizenship behavior mediates the effects of personality, organizational commitment, and job satisfaction. Design/methodology/approach This research was conducted in the city of Makassar with the entire population being lecturer with the status from a permanent lecturer foundation. By using the Slovin formula, a sample of 295 respondents was obtained. Structural equation modeling (SEM) was used as an inferential statistical analysis technique to test the hypothesis of the research. Findings The results of the study found the mediating effect (indirect effect) of variable organizational citizenship behavior was found in between personality, organizational commitment and job satisfaction on performance, which thus indicates that the higher the personality, organizational commitment and job satisfaction the higher the performance, and if mediated, organizational citizenship behavior is also higher. Originality/value Organizational citizenship behavior research has been conducted on student classroom and career success. Additionally, organizational citizenship behavior has been researched for a critical review of the theoretical and empirical literature, which has provided suggestions for future research. Thereby, on paper originality the variables shown to be used are personality, organization commitment, job satisfaction, organizational citizenship behavior, and performance. Furthermore, the method used in this research is the SEM. The investigation was performed at two private colleges in Indonesian Muslim University and Muhammadiyah University Makassar, South Sulawesi, Indonesia, where no studies were conducted on the same topic previously.

Does workplace spirituality lead to raising employee performance? The role of citizenship behavior and emotional intelligence

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Lalatendu Kesari Jena
Keyword(s):  
Emotional Intelligence ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Employee Performance ◽  
Workplace Spirituality ◽  
Citizenship Behavior ◽  
Future Research ◽  
Content Type ◽  
Moderation Analysis

Purpose For businesses today, employee performance is most important. Therefore, this paper aims to the greater purpose of ‘ideal workplace’; focusing on determining the effect of workplace spirituality on employee performance because organizations tend to neglect employees’ spiritual and/or mental wellness but well-maintain the output. This paper also shines light on the mediating role of organizational citizenship behavior and the moderating nature of employee’s emotional intelligence. Design/methodology/approach The study was conducted with a cross-sectional descriptive and analytical approach. Data were collected in two rounds. In total, 761 responses (416 offline and 345 online) were analyzed for all four hypotheses using statistical data package for social sciences and analysis of moments structure; imploring correlation, regression and mediation and moderation analysis. Findings The study found that workplace spirituality is indeed positively linked with employees’ performance. Organizational citizenship behavior is positively associated with workplace spirituality and employee performance. Mediation analysis indicated that organizational citizenship behavior significantly enhances the relationship of workplace spirituality and employee performance. Moderation analysis suggested that employee’s emotional intelligence significantly boosts employee performance. Originality/value This research offers deep and critical insights for curating future research and managerial practices, strengthening the concept of workplace spirituality as a promising area in the fields of human resource management and organizational psychology. The study uses a unique approach and provides exclusive findings regarding Indian service and manufacturing professionals.

Self-construal types and organizational citizenship behavior for the environment of employees in a university

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Oluyinka Ojedokun
Keyword(s):  
Civic Engagement ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Environmental Sustainability ◽  
Citizenship Behavior ◽  
Survey Method ◽  
Future Research ◽  
Cross Sectional Survey ◽  
Content Type ◽  
Self Construal

Purpose In researching into workplace pro-environmental behaviors, there is sparse evidence on self-construals with dimensions of organizational citizenship behavior for the environment (OCBE), particularly among university employees. To fill this gap, the purpose of the study is to investigate the associations of self-construals with eco-civic engagement, eco-helping and eco-initiatives among 256 (men = 139 and women = 117) employees of a University. Design/methodology/approach Through the use of cross-sectional survey method, data were collected to investigate theoretically deduced hypotheses. Hierarchical multiple regression was used to test the hypotheses. Findings Results showed that independent self-construal was positively associated with eco-civic engagement, β = 0.25, t = 2.55, p < 0.01, eco-helping, β = 0.42, t = 4.51, p < 0.01 and eco-initiatives, β = 0.36, t = 3.73, p < 0.01, whereas interdependent self-construal had significant positive relationship with eco-civic engagement only, β = 0.27, t = 2.73, p < 0.01. Research limitations/implications Future research can manipulate self-construal and collect observational data on eco-civic engagement, eco-helping and eco-initiatives. The findings should be further developed using larger samples among other higher education institutions (HEIs). Practical implications This study provides a basis that self-construction can influence OCBE, particularly, focusing on independence can drive engagement in eco-civic engagement, eco-helping and eco-initiatives while focusing on interdependence can motivate engagement in eco-civic engagement. The findings may guide future development of workplace environmental sustainability programs and policies to aid university managers, practitioners, organizers and promoters of environmental sustainability on the university campuses. Originality/value The findings contribute to environmental sustainability literature in HEIs by providing information on the usefulness of self-construal types in motivating employee participation in OCBE.

scholarly journals Moderators of the personality-performance relationship

2017 ◽  
Vol 46 (3) ◽  
pp. 474-489 ◽  
Author(s):  
Jeffrey Muldoon ◽  
Jennifer L. Kisamore ◽  
Eric W. Liguori ◽  
I.M. Jawahar ◽  
Joshua Bendickson
Keyword(s):  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Emotional Stability ◽  
Citizenship Behavior ◽  
Future Research ◽  
Content Type ◽  
Study Results ◽  
And Performance ◽  
Curvilinear Relationships ◽  
The Relationship

Purpose The purpose of this paper is to investigate whether job meaning and job autonomy moderate the relationship between emotional stability and organizational citizenship behavior. Design/methodology/approach In total, 190 supervisor-subordinate dyads completed three surveys. Linear and curvilinear analyses were used to assess the data. Findings Results indicate emotionally stable individuals are more likely to perform OCBOs in low autonomy and/or low job meaning situations than are employees low in emotional stability. Conversely, individuals who have high autonomy and/or high meaning jobs are likely to engage in OCBOs regardless of personality. Research limitations/implications As a survey-based research study, causal conclusions cannot be drawn from this study. Results suggest future research on the personality-performance relationship needs to more closely consider context and the potential for curvilinear relationships. Practical implications Managers should note that personality may significantly affect job performance and consider placing individuals in jobs that best align with their personality strengths. Originality/value This study sheds light on factors which may have led to erroneous conclusions in the extant literature that the relationship between personality and performance is weak.

Leadership style, occupational perception and organizational citizenship behavior in the Arab education system in Israel

2019 ◽  
Vol 57 (1) ◽  
pp. 85-100 ◽  
Author(s):  
Khalid Arar ◽  
Muhammed Abu Nasra
Keyword(s):  
Transactional Leadership ◽  
Leadership Style ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Indirect Effect ◽  
Citizenship Behavior ◽  
Future Research ◽  
Educational Systems ◽  
Content Type ◽  
Transformational And Transactional Leadership

PurposeThe field of educational systems has witnessed an increase in studies of organizational citizenship behavior (OCB) as it contributes to the effectiveness and success of schools and achieving their objectives and goals. The purpose of this paper is to examine the relationships between principals’ leadership style, occupational perceptions and OCB.Design/methodology/approachThe research hypothesis holds that the leadership style (transformational or transactional) have a direct and indirect effect on OCB (through occupation perception). These hypotheses have been tested on data collected from 620 Arab Israeli teachers.FindingsThe results reveal that: transformational and transactional leadership have no direct effect on OCB, an indirect effect of occupational perception on the relationship between transformational leadership and OCB, occupational perception did not mediate the effect between transactional leadership and OCB.Originality/valueThe results of the study contribute to the understanding of the way leadership style and OCB interact in schools, and the importance of teachers’ occupational perception in explaining this relationship. Future research should further investigate the teachers’ occupational perceptions and its effect on their performance as little research has been conducted to date.

Development and Validation of a German Language Unit-Level Organizational Citizenship Behavior (OCB) Scale

2020 ◽  
Vol 36 (5) ◽  
pp. 852-863 ◽  
Author(s):  
George Gunnesch-Luca ◽  
Klaus Moser
Keyword(s):  
Factor Analysis ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Helping Behavior ◽  
Citizenship Behavior ◽  
German Language ◽  
Individual Level ◽  
Unit Level ◽  
Confirmatory Factor ◽  
Development And Validation

Abstract. The current paper presents the development and validation of a unit-level Organizational Citizenship Behavior (OCB) scale based on the Referent-Shift Consensus Model (RSCM). In Study 1, with 124 individuals measured twice, both an Exploratory Factor Analysis (EFA) and a Confirmatory Factor Analysis (CFA) established and confirmed a five-factor solution (helping behavior, sportsmanship, loyalty, civic virtue, and conscientiousness). Test–retest reliabilities at a 2-month interval were high (between .59 and .79 for the subscales, .83 for the total scale). In Study 2, unit-level OCB was analyzed in a sample of 129 work teams. Both Interrater Reliability (IRR) measures and Interrater Agreement (IRA) values provided support for RSCM requirements. Finally, unit-level OCB was associated with group task interdependence and was more predictable (by job satisfaction and integrity of the supervisor) than individual-level OCB in previous research.

ANTECEDENTS AND CONSEQUENCES OF ORGANIZATIONAL JUSTICE

2016 ◽  
Vol 12 (02) ◽  
Author(s):  
Reeta Yadav
Keyword(s):  
Job Satisfaction ◽  
Organizational Justice ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Turnover Intentions ◽  
Research Work ◽  
Citizenship Behavior ◽  
Future Research ◽  
Antecedents And Consequences ◽  
And Performance

Employee’s perception regarding fairness in the organization is termed as organizational justice. The objective of this paper is to study the antecedents and consequences of organizational justice on the basis of earlier relevant studies from the period ranging from 1964 to 2015. Previous research identified employee participation, communication, justice climate as the antecedents and trust, job satisfaction, commitment, turnover intentions, organizational citizenship behavior and performance as the consequences of organizational justice. Finding reveals the gaps existing in the literature and gives suggestions for future research work.

Corporate social responsibility and employee organizational citizenship behavior

2017 ◽  
Vol 55 (2) ◽  
pp. 294-309 ◽  
Author(s):  
Yongqiang Gao ◽  
Wei He
Keyword(s):  
Corporate Social Responsibility ◽  
Distributive Justice ◽  
Organizational Citizenship ◽  
Ethical Leadership ◽  
Organizational Citizenship Behavior ◽  
Citizenship Behavior ◽  
Content Type ◽  
Corporate Social ◽  
Positive Effect

Purpose An increasing number of studies have demonstrated a positive effect of corporate social responsibility (CSR) on employee organizational citizenship behavior (OCB), but little attention has been paid to the mechanisms and boundary conditions underlying this effect. The purpose of this paper is to propose a trickle-down model and examine the mediating role of supervisor ethical leadership and the moderating role of perceived organizational distributive justice in the CSR-OCB relationship. Design/methodology/approach To test the arguments, the authors collected field data in four companies located in a central city of China. Through a multi-wave data collection design, a total of 187 employees reported their perceptions toward firms’ CSR and organizational justice at Time 1, and reported their direct supervisors’ ethical leadership behaviors, and their own OCBs at Time 2 (four weeks later). Findings Empirical findings demonstrated that CSR had a positive effect on employee OCB, as mediated by supervisors’ ethical leadership. In addition, this mediation effect was found to be moderated by perceived organizational distributive justice such that the mediation relationship was stronger when perceived organizational distributive justice was lower than when it was higher. Originality/value The present study makes three major contributions. First, it contributes to the CSR literature by revealing the underlying mechanism of ethical leadership through which CSR will lead to increased employee OCB in the workplace. Second, the moderation findings of the study add a new piece of empirical evidence suggesting the boundary condition of organizational distributive justice affecting the positive effect of CSR on employee OCB. Finally, the trickle-down theoretical model demonstrates the pivotal role of leadership in transforming CSR into positive employee outcomes, providing valuable insights into future research that examines why CSR motivates in-organization employees at work.

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