The effects of perceived authentic leadership and core self-evaluations on organizational citizenship behavior

2017 ◽  
Vol 38 (3) ◽  
pp. 463-481 ◽  
Author(s):  
Baek-Kyoo Joo ◽  
Sung Jun Jo
Keyword(s):  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Authentic Leadership ◽  
Psychological Empowerment ◽  
Citizenship Behavior ◽  
Equation Modeling ◽  
Personality Factor ◽  
Content Type ◽  
Core Self ◽  
The Relationship

Purpose The purpose of this paper is to investigate the effect of the perceived authentic leadership of supervisors and employees’ core self-evaluations on their organizational citizenship behavior (OCB) and to examine the role of psychological empowerment as a partial mediator of those relationships. Design/methodology/approach A cross-sectional survey was used to obtain individual perceptions from employees working in one of the biggest companies in Korea. Data from 374 samples was analyzed. Construct validity of each measurement model is examined using confirmatory factor analysis and the hypothesized structural model is tested by structural equation modeling. Findings The authors found that perceived authentic leadership, core self-evaluation, and employees’ psychological empowerment had significant impact on employees’ OCB, accounting for 58 percent of the variance in OCB. In addition, 54 percent of the variance in psychological empowerment was explained by authentic leadership and core self-evaluations, partially mediating the relationship between authentic leadership and OCB and the relationship between core self-evaluations and OCB. Originality/value Positivity is instrumental in driving intrinsic motivation for work and voluntary devotion to colleagues and organizations. This study contributed to the emerging research branch of management and organizational psychology such as positive organization scholarship and positive organizational behavior by exploring the relationship among the relevant constructs. More specifically, the authors found that positive contextual factor (i.e. authentic leadership), positive personality factor (i.e. core self-evaluations), and positive work experience (i.e. psychological empowerment) do have positive influence on employees’ extra-role performance (i.e. OCB).

scholarly journals How authentic leadership promotes individual performance

2018 ◽  
Vol 67 (9) ◽  
pp. 1585-1607 ◽  
Author(s):  
Neuza Ribeiro ◽  
Ana Patrícia Duarte ◽  
Rita Filipe
Keyword(s):  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Authentic Leadership ◽  
Positive Impact ◽  
Civic Virtue ◽  
Individual Performance ◽  
Citizenship Behavior ◽  
Content Type ◽  
Mediating Role ◽  
The Relationship

Purpose The purpose of this paper is to provide a more comprehensive understanding of how authentic leadership (AL) can affect individual performance through creativity and organizational citizenship behavior (OCB)’s mediating roles. Design/methodology/approach The sample included 177 leader-follower dyads from 26 private and small and medium-sized organizations. Followers reported their perceptions of AL, and leaders assessed each follower’s level of creativity, individual performance and OCB. Findings The findings show that AL has a positive impact on OCB (i.e. altruism, sportsmanship, civic virtue, conscientiousness and courtesy), employee creativity, and individual performance. Creativity partially mediates the relationship between AL and individual performance. Some dimensions of OCB, namely, altruism, civic virtue and courtesy, also play a mediating role in this relationship. Research limitations/implications Additional studies with larger samples are needed to determine more clearly not only AL’s influence on individual performance but also other psychosocial variables affecting that relationship. Practical implications Organizations can increase employees’ creativity, OCB and individual performance by encouraging managers to adopt more AL styles. Originality/value This study is the first to integrate AL, creativity, OCB and individual performance into a single research model, thereby extending previous research. The study also used a double-source method to collect data (i.e. leader-follower dyads) to minimize the risk of introducing common-method variance.

scholarly journals Interplay of organizational justice, psychological empowerment, organizational citizenship behavior, and job satisfaction in the context of circular economy

2019 ◽  
Vol 57 (4) ◽  
pp. 937-952 ◽  
Author(s):  
Sanjay Kumar Singh ◽  
Ajai Pratap Singh
Keyword(s):  
Job Satisfaction ◽  
Organizational Justice ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Circular Economy ◽  
Psychological Empowerment ◽  
Citizenship Behavior ◽  
Equation Modeling ◽  
Content Type ◽  
Human Aspects

PurposeThe purpose of this paper is twofold: first, to examine relevant organizational “human” aspects that support circular economy (CE); and second, to investigate the influence of perception of organizational justice (OJ), psychological empowerment on job satisfaction (JS) through mediating role of organizational citizenship behavior (OCB).Design/methodology/approachThe study used survey questionnaire. The data were statistically analyzed using structural equation modeling (SEM) to test hypotheses of the study.FindingsOJ positively and significantly influences psychological empowerment. Also, it was found that OCB and psychological empowerment to positively and significantly influence JS. Furthermore, OCB positively and significantly mediates the influence of OJ and psychological empowerment on JS.Practical implicationsEmployees should be provided with fair and empowering environment to derive positive outcomes in terms of organizational citizenship behavior and JS. The study also suggests recognizing the importance of OCB in an organization to enhance JS and support CE.Originality/valueThe study presents empirical evidence in Indian context on how to encourage employees to display voluntary job behaviors and keep them job satisfied.

scholarly journals Transformational leadership and employee outcomes: the mediating role of psychological empowerment

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Saira Saira ◽  
Sadia Mansoor ◽  
Muhammad Ali
Keyword(s):  
Transformational Leadership ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Turnover Intention ◽  
Psychological Empowerment ◽  
Mediating Effect ◽  
Citizenship Behavior ◽  
Employee Outcomes ◽  
Content Type ◽  
The Relationship

PurposeThe purpose of this study is to empirically test the mediating effect of psychological empowerment in the relationship between transformational leadership and two employee outcomes: organizational citizenship behavior and turnover intention.Design/methodology/approachThe data were collected from 316 employees working in the textile industry to empirically test the proposed model.FindingsThe findings of this study indicate that psychological empowerment mediates the relationship between transformational leadership and both employee outcomes of organizational citizenship behavior and turnover intention.Research limitations/implicationsThis study suggests that organizations aiming to minimize turnover intention among employees should develop a transformational leadership style at the managerial level to enhance psychological empowerment among employees, which, in turn, will also improve organizational citizenship behavior.Originality/valueThis study proposes and tests the indirect effect of transformational leadership on organizational citizenship behavior and turnover intention via psychological empowerment.

Group organizational citizenship behavior and knowledge sharing

2019 ◽  
Vol 50 (1) ◽  
pp. 117-135 ◽  
Author(s):  
Yasha Afshar Jalili ◽  
Farideh Salemipour
Keyword(s):  
Knowledge Sharing ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Structural Equation ◽  
Civic Virtue ◽  
Citizenship Behavior ◽  
Equation Modeling ◽  
Emotional Climate ◽  
Content Type ◽  
The Relationship

Purpose This study aims to examine the influence of organizational citizenship behavior’s sub-constructs including altruism, civic virtue, sportsmanship, conscientiousness and courtesy on knowledge sharing behavior (KSB). It also pays attention to the effects of group emotional climate on the relationship between organizational citizenship behavior and knowledge sharing. Design/methodology/approach This research was conducted based on the quantitative research strategy by applying structural equation modeling. Using a random sampling method, this research surveyed 116 participants and analyzed the data via partial least equation modeling. Findings The results claim that altruism, conscientiousness and civic virtue have a significant effect on KSB, while the relationship between courtesy and sportsmanship with KSB were not significant. Furthermore, the findings depict that positive and negative workgroup emotional climate would impede or enhance KSB among people with a high level of altruism, conscientiousness and civic virtue. Practical implications Given the importance of knowledge sharing in the today knowledge economy, by comprehending the influence of group organizational citizenship behavior’s sub-constructs on knowledge sharing, managers would improve organizational knowledge sharing by developing a culture encouraging altruism, conscientiousness and civic virtue as a substitute for incentive pay. Moreover, promoting an emotionally supportive climate fosters knowledge sharing within people. Originality/value This study makes three distinct additions to the knowledge sharing literature. First, although there are little studies that investigate the relationship between organizational citizenship behaviors (OCB) and KS, a few of them examine the effects of OCB’s sub-constructs on KS behavior. Second, this is one of the first studies that examined the moderating role of workgroup emotional climate regarding knowledge sharing. Finally, examining the effect of OCB’s sub-constructs on KS in an Iranian public sector would contribute to the literature by broadening the examination of the constructs in a different context.

The effects of organizational justice, trust and supervisor–subordinate guanxi on organizational citizenship behavior: a social-exchange perspective

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Tsu-Wei Yu
Keyword(s):  
Organizational Justice ◽  
Social Exchange ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Working Environment ◽  
Social Implications ◽  
Citizenship Behavior ◽  
Equation Modeling ◽  
Content Type ◽  
The Relationship

Purpose This study aims to use a social exchange perspective to investigate the influence of organizational justice on organizational citizenship behavior (OCB). Design/methodology/approach Survey and interview data were collected from a sample of insurance firm sales representatives in Taiwan. Structural equation modeling was deployed to explore the relationship between organizational justice, trust, supervisor–subordinate guanxi and OCB. Findings The findings offer important theoretical, managerial and social implications for life insurers’ human resource managers. Practical implications Organizational justice is a primary influence on OCB, which is connected with the underlying mediating mechanism of trust (trust in supervisor and trust in subordinate) and supervisor–subordinate guanxi (i.e. off-the-job activities). Social implications Subordinates can enhance guanxi with their supervisors to create a more harmonious working environment, creating mutual trust. The results suggest that supervisor–subordinate guanxi is based on long-term social exchange. How to balance fairness and efficiency is an import question for decision-makers. Originality/value This study’s examination of the role of trust and supervisor–subordinate guanxi in mediating the relationship between organizational justice and OCB expands the organizational behavior literature into a different industry (life insurance) and cultural context (Taiwan).

How perception of training impacts organizational citizenship behavior: power distance as moderator

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Khawaja Jehanzeb
Keyword(s):  
Organizational Commitment ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Power Distance ◽  
Citizenship Behavior ◽  
Equation Modeling ◽  
Content Type ◽  
The Relationship ◽  
Moderating Role

PurposeThe purpose of this study is to examine the relationship between perception of training, organizational commitment and organizational citizenship behavior. Moreover, the study examines the moderating role of power distance on the relationship between perception of training and organizational commitment.Design/methodology/approachUsing stratified sampling technique, the data were obtained from 379 employees working at branches of public and private banks located in five metropolitan cities in Pakistan. To test the established hypotheses, structural equation modeling technique was adopted using Analysis of Moment Structures (AMOS) 21.0.FindingsThe findings stated a significant relationship between perception of training and organizational citizenship behavior, but there was no relationship found between perception of training and organizational commitment. Moreover, organizational commitment partly mediated the relationship between perception of training and organizational citizenship behavior. The results also described that power distance moderates the relationship between perception of training and organizational commitment.Practical implicationsThe results of the study can be beneficial for banking sector and strategy makers who have extended vision and anticipate organizational citizenship behavior from their employees. The study also offers the scope and space for the prospective researchers and scholars to carry out further research.Originality/valueThere is extensive literature available on the relationship between perception of training, organizational commitment and organizational citizenship behavior. However, it is observed that very few studies took the opportunity to examine the moderating role of power distance on the relationship between perception of training and organizational commitment, particularly in the context of Pakistan. Therefore, this study can be considered as original and have a great value in understanding the developed relationships in the scenario of Pakistan.

How responsible leadership predicts organizational citizenship behavior for the environment in China

2019 ◽  
Vol 40 (3) ◽  
pp. 305-318
Author(s):  
Zhiyong Han ◽  
Qun Wang ◽  
Xiang Yan
Keyword(s):  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Mediating Effect ◽  
Citizenship Behavior ◽  
Equation Modeling ◽  
Responsible Leadership ◽  
Corporate Environment ◽  
High Quality ◽  
Content Type ◽  
The Relationship

Purpose The purpose of this paper is to investigate the mediating effect of felt obligation for constructive change on the relationship between responsible leadership and organizational citizenship behavior for the environment (OCBE) in a China corporate environment, and this paper also analyze the moderated mediating effect of supervisor-subordinate guanxi on indirect relationship between responsible leadership and OCBE via felt obligation for constructive change. Design/methodology/approach This paper used 380 employee samples to analyze the relationship between responsible leadership and OCBE. Hierarchical regression analyses and structural equation modeling was adopted to analyze the data. Findings The authors found that the felt obligation for constructive change plays a fully mediating role between responsible leadership and OCBE. The authors also found a positive interaction between responsible leadership and supervisor-subordinate guanxi on felt obligation for constructive change, and then the indirect effect of responsible leadership on OCBE via felt obligation for constructive change was stronger when employees perceived a high-level supervisor-subordinate guanxi. Research limitations/implications When responsible leadership stimulates employees to generate a high sense of constructive change, employees are more likely to engage in OCBE. This study provides evidence for cognitive evaluation theory. This study further demonstrated the importance of establishing high-quality supervisor-subordinate guanxi for responsible leaders and subordinates in China. Practical implications In the management practice of the organization, the role of responsible leadership should be strengthened in terms of leadership development and, employee training and promotion, and high-quality supervisor-subordinate guanxi help to promote the effectiveness of responsible leadership. Originality/value This paper discusses how and when responsible leadership influences OCBE in a China corporate environment.

Does perceived organizational support and employee development influence organizational citizenship behavior?

2020 ◽  
Vol 44 (6/7) ◽  
pp. 637-657
Author(s):  
Khawaja Jehanzeb
Keyword(s):  
Organizational Commitment ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Organizational Support ◽  
Perceived Organizational Support ◽  
Employee Development ◽  
Citizenship Behavior ◽  
Equation Modeling ◽  
Content Type ◽  
The Relationship

Purpose The purpose of this paper is to examine the relationship between perceived organizational support (POS), employee development and organizational citizenship behavior (OCB) while considering the moderating effect of person–organization (P–O) on this association. Design/methodology/approach Using a stratified sampling technique, the data was collected from 331 employees working in different bank branches located in five metropolitan cities of Pakistan. To test the hypotheses, the structural equation modeling technique was applied using AMOS 21.0. Findings The results of the study strongly supported the relationship between POS, employee development and organizational commitment. However, an insignificant relationship was found between POS, employee development and OCB. The results also reported a significant relationship between organizational commitment and OCB. Moreover, the relationship between organizational commitment and OCB was found to be moderated by P–O fit. Research limitations/implications The findings of the study can be useful for banking organizations and policymakers responsible for employee and organizational productivity. The findings of the study can also assist the organizational leaders in working on long-term employee support programs to maximize their commitment to the organization. The study also provides the scope and space for potential scholars and researchers for carrying out further research. Originality/value While there is extensive literature is available on POS, employee development and its impact on OCB. However, it appears that very little work has been done to examine the moderating role of the P–O fit in the relationship between organizational commitment and OCB. Therefore, this study can be considered as original and of great value in understanding its relationships between various constructs in the scenario of Pakistan.

Citizenship behavior and misbehavior among superintendents

2019 ◽  
Vol 58 (1) ◽  
pp. 1-18
Author(s):  
Orly Shapira-Lishchinsky ◽  
Tania Levy-Gazenfrantz
Keyword(s):  
Organizational Citizenship Behavior ◽  
Role Models ◽  
Authentic Leadership ◽  
Psychological Empowerment ◽  
Integrative Model ◽  
Citizenship Behavior ◽  
Integrative Approach ◽  
High Status ◽  
Content Type ◽  
The Relationship

Purpose The purpose of this paper is to explore an integrative model which includes specific intentions that may explain the contradictory citizenship behaviors and misbehaviors among superintendents in Israel. Design/methodology/approach In total, 518 superintendents from seven Israeli Ministry of Education district offices were randomly selected. Based on sequence theory, the study examined motivational perceptions of authentic leadership, psychological empowerment and collective efficacy, and their relationships toward intentions to engage in organizational citizenship behavior (OCB) and organizational misbehavior (OMB) which may lead to OCB and OMB. The research combined self-reports and computer records. The model was analyzed using Mplus statistical packages. Findings The authors found that intentions to be late positively predicted lateness, while intentions to leave predicted OMB. In addition, the study indicates several mediating relationships. For example, intentions to engage in OCB-organization and OCB-individual fully mediated the relationship between “self-determination” of psychological empowerment and OCB. In addition, intention to leave mediated the relationship between authentic leadership and lateness. Originality/value Across nationalities, superintendents greatly impact the educational processes in their districts. Their high status in the educational system makes them role models. Therefore, it is important to investigate their behaviors and motivations. The findings may contribute toward developing an integrative approach that can predict the superintendents’ behaviors by suggesting specific intentions that can explain corresponding behaviors. This model may also help in developing educational policies for reducing the superintendents’ OMB and increasing their OCB.

Organizational citizenship behavior and team effectiveness in service industry: a moderated mediation model

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Khaliqur Rehman Ansari ◽  
Rajesh Kumar Upadhyay
Keyword(s):  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Team Effectiveness ◽  
Service Sector ◽  
Positive Impact ◽  
Moderated Mediation ◽  
Citizenship Behavior ◽  
Equation Modeling ◽  
Content Type ◽  
The Relationship

Purpose The purpose of this study to explore the relationship between organizational citizenship behavior (OCB), team effectiveness (TE), employee motivation (EM) and employee retention (ER) in the service sector. This study proposes an alternate heuristic TE framework, which is termed as IMMO (input-moderated mediation-output) by replacing M with MM (moderated mediation) in IMOI framework. Design/methodology/approach The research was conducted in service sector of Uttarakhand state and the data collected from the employees working in different service organizations (such as educational institute, banking, insurance several others). Collected data were analyzed by using different analytical tools like confirmatory factor analysis and structural equation modeling for validating the constructs used in this study and to assess the relationship among different variables used for this study. Findings The result of this study reveals that OCB has positive impact on TE, and the relationship is mediated partially by EM, and the relation between EM and TE is moderated by ER. Originality/value This study contributes to the existing literature on OCB and TE. The relation between OCB and TE with the mediation of EM and the moderation effect of ER between the relation of EM and TE was investigated. This study suggests both theoretical and practical implications based on the findings.

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