Casting a Long Shadow: Leader–Leader Relationship and Employee Citizenship Behavior

2018 ◽  
Vol 26 (1) ◽  
pp. 60-72 ◽  
Author(s):  
Jeffrey Muldoon ◽  
Satvir Singh ◽  
Prajya R. Vidyarthi
Keyword(s):  
Social Exchange ◽  
Organizational Citizenship ◽  
Hierarchical Linear Modeling ◽  
Organizational Citizenship Behavior ◽  
Social Exchange Theory ◽  
Self Esteem ◽  
Citizenship Behavior ◽  
Linear Modeling ◽  
The Relationship ◽  
Employee Citizenship

This study examines the process and context of the relationship between leader–leader exchange (LLX) and subordinate organizational citizenship behavior (OCB) such that direct supervisors’ attitudes and behaviors affect the relationship. Integrating social exchange theory with signaling theory, we argue that LLX influences the amount of OCBs that direct supervisors can obtain from subordinates and depends on direct supervisors’ organizational-based self-esteem and support. In a sample of 290 direct supervisor/subordinate-dyads, using hierarchical linear modeling, we found that LLX partially mediates through supervisor support and is positively related to OCBs, and the mediation is highest in high organizational-based self-esteem.

The role of job dedication in organizational citizenship behavior performance

2017 ◽  
Vol 40 (10) ◽  
pp. 1042-1057 ◽  
Author(s):  
Jeffrey Muldoon ◽  
Shawn M. Keough ◽  
Eric W. Liguori
Keyword(s):  
Social Exchange ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Social Exchange Theory ◽  
Exchange Theory ◽  
Citizenship Behavior ◽  
Hierarchical Regression ◽  
Content Type ◽  
Member Exchange ◽  
The Relationship

Purpose This paper aims to attempt to clarify differences between organizational citizenship behaviors (OCBs) and attitudes as well as explore job dedication’s role regarding OCBs. Using social exchange theory, job dedication is hypothesized to mediate the relationship between leader-member exchange (LMX) and OCBs. Design/methodology/approach Hierarchical regression analysis was performed on data obtained from 190 supervisor/subordinate dyads from a number of firms to test the study hypotheses. Findings Results indicate that job dedication fully mediates the relationship between LMX and OCBs directed toward individuals and the organization, thus playing a role in the production of OCBs. Research limitations/implications Due to non-employment of an experimental design, causality cannot be determined. If managers use signals to determine performance, then scholars need to conduct further research to determine what the cues are. Practical implications Managers need to spend time in determining and care whether what they are actually measuring is accurate in terms of spontaneous behaviors performance. Originality/value First, this study has developed an explanation as to how managers can use job dedication as a means to track the behaviors of multiple subordinates based on social exchange theory. Second, this study provides empirical evidence of the mediating role job dedication plays on mediating the LMX/OCBs relationship.

scholarly journals Role of Family Motivation, Workplace Civility and Self-Efficacy in Developing Affective Commitment and Organizational Citizenship Behavior

2020 ◽  
Vol 10 (1) ◽  
pp. 358-374 ◽  
Author(s):  
Humaira Erum ◽  
Ghulam Abid ◽  
Francoise Contreras ◽  
Talat Islam
Keyword(s):  
Social Exchange ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Self Efficacy ◽  
Social Exchange Theory ◽  
Affective Commitment ◽  
Citizenship Behavior ◽  
Family Work ◽  
Relationship Of ◽  
The Relationship

The mechanism connecting the antecedents to positive attitudes like affective commitment (AC) and positive behaviors like organizational citizenship behavior (OCB) is an under-researched area in the field of positive organizational scholarship. Drawing on Social Exchange Theory (SET), this study empirically validates family motivation and civility as antecedents of affective commitment and organizational citizenship behavior through the mediating mechanism of self-efficacy. The process by Hayes (2013) was used to analyze time-lagged and multi-source data collected from 335 employees of educational and telecom sector. Results indicate that the relationship of affective commitment with family motivation and civility is partially mediated whereas the relationship of organizational citizenship behavior with family motivation and civility is fully mediated by self-efficacy. This study adds to the literature of family-work enrichment accounts by validating family motivation as a novel antecedent for positive behavioral outcomes. The implications of the study are discussed.

The curvilinear relationship between career plateauing and organizational citizenship behavior

2018 ◽  
Vol 25 (6) ◽  
pp. 914-935
Author(s):  
Gi R. Song ◽  
Kyoung S. Kim ◽  
Min W. Lee
Keyword(s):  
Social Exchange ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Social Exchange Theory ◽  
Citizenship Behavior ◽  
Curvilinear Relationship ◽  
Four Dimensions ◽  
Career Plateau ◽  
Career Plateauing ◽  
The Relationship

AbstractAccording to social exchange theory, the motivation for organizational citizenship behavior can be understood with the help of the frameworks of obligation to reciprocate and expected reciprocity. This study predicts that the true motivation for organizational citizenship behavior could be differentiated conditional on the career plateau. These relationships predict the existence of a U-shaped nonlinear relationship between the career plateau and organizational citizenship behavior. In addition to exploring this relationship, the study attempted to discover the effect of organizational commitment and job involvement on the relationship. As a result, a U-shaped curvilinear relationship is applied between career plateau and four dimensions of organizational citizenship behavior except civic virtue. Commitment and involvement show unexpected moderating effects on those curved relationships.

The influencing outcomes of job engagement: an interpretation from the social exchange theory

2018 ◽  
Vol 67 (5) ◽  
pp. 873-889 ◽  
Author(s):  
Nan Yin
Keyword(s):  
Task Performance ◽  
Social Exchange ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Social Exchange Theory ◽  
Exchange Theory ◽  
Citizenship Behavior ◽  
Job Engagement ◽  
Content Type ◽  
The Social

Purpose Job engagement is a positive, fulfilling, work-related state of an individual, the perfect link between individual characteristics, job factors and job performance and the important path of an organization creating competitive advantages. Based on the viewpoint of the social exchange theory, the study assumes that employees will generate different influencing outcomes, which are, in order, task performance, organizational citizenship behavior, job burnout and counter-productive work behavior (CWB), according to the degree to which they psychologically expect that job engagement could receive organizational rewards, and discusses the relationships between job engagement and task performance, organizational citizenship behavior and other variables. The paper aims to discuss these issues. Design/methodology/approach Data were collected from the employees working as the salesmen from 48 computer and computer parts sales companies. The questionnaires of the study were the paired questionnaires. In total, 150 supervisor questionnaires and 633 employee questionnaires have been distributed. Under every sales head, there were some employees. In total, 501 valid paired questionnaires were collected. AMOS 23.0 was employed to process the data in the structural equation modeling and the causal relationships among all the factors were explored. Findings The results revealed that employee job engagement had positive influence on task performance and organizational citizenship behavior and had negative influence on job burnout and counter-productive work behavior; among all the moderating variables, organizational justice just significantly and negatively moderates job engagement and CWB. Originality/value Job engagement is an actively and fully absorbing state of an individual in the work, the perfect link among individual characteristics, job factors and job engagement and the important path of an organization creating competitive advantages. Most of the past studies have explored the positive effects of job engagement. This study tries to explore the positive and negative effects of employee’s job engagement based on the social exchange theory.

Using the social exchange theory to explore the employee-organization relationship in the hospitality industry

2021 ◽  
Vol 33 (2) ◽  
pp. 670-692
Author(s):  
Jessica Vieira de Souza Meira ◽  
Murat Hancer
Keyword(s):  
Social Exchange ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Organizational Support ◽  
Social Exchange Theory ◽  
Psychological Empowerment ◽  
Citizenship Behavior ◽  
Content Type ◽  
The Social ◽  
Service Oriented

Purpose This research developed a conceptual model for the hospitality industry based on the employee-organization relationship using the social exchange theory as the theoretical framework. This study aims to consider perceived organizational support as the psychological empowerment antecedent, while work engagement and service-oriented organizational citizenship behavior were considered as its outcome. This study also tested psychological empowerment as a mediator of these relationships. Design/methodology/approach Data were gathered from a sample of frontline hotel employees and analyzed through partial least squares structural equation modeling. A total of 242 completed and validated questionnaires were used for the analysis. Findings Perceived organizational support had a significant relationship with psychological empowerment (through meaning, competence, self-determination and impact), which also had a significant relationship with work engagement (through meaning and impact) and service-oriented organizational citizenship behavior (through meaning, self-determination and impact). Psychological empowerment partially mediated the relationship between perceived organizational support with work engagement and service-oriented organizational citizenship behavior. Originality/value Although psychological empowerment is receiving further empirical attention in the hospitality field, little is known about its antecedents and outcomes. Hence, this research extends previous studies using the social exchange theory to fill these literature gaps and create a conceptual model for the hospitality industry based on the employee-organization relationship.

scholarly journals Employees’ Perceptions of CSR, Work Engagement, and Organizational Citizenship Behavior: The Mediating Effects of Organizational Justice

2019 ◽  
Vol 16 (10) ◽  
pp. 1731 ◽  
Author(s):  
Tahir Farid ◽  
Sadaf Iqbal ◽  
Jianhong Ma ◽  
Sandra Castro-González ◽  
Amira Khattak ◽  
...  
Keyword(s):  
Procedural Justice ◽  
Social Exchange ◽  
Organizational Citizenship ◽  
Work Engagement ◽  
Organizational Citizenship Behavior ◽  
Social Exchange Theory ◽  
Banking Sector ◽  
Citizenship Behavior ◽  
Individual Level ◽  
The Individual

Corporate social responsibility (CSR) at the individual level has emerged as an important field of research. However, a more comprehensive understanding of how CSR affects employee work engagement and organizational citizenship behavior (OCB) is still lacking. Based on social exchange theory, we examine the effects of employees’ perceptions of CSR on OCB and work engagement as well as the mediating mechanism of distributive and procedural justice, based on data collected from 350 employees working in the banking sector of Pakistan. Our study suggests that employees’ perceptions of CSR positively predict OCB and work engagement, and that work engagement is positively related to OCB. Both distributive and procedural justice positively mediate the effects of employees’ perceptions of CSR on OCB and work engagement.

More Similar, Better Belonging: Effect of Organizational Citizenship Behavior Profile Similarity on Ostracism

2020 ◽  
pp. 002188632097732
Author(s):  
Gi Ryung Song ◽  
Kyoung Seok Kim
Keyword(s):  
Social Exchange ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Social Exchange Theory ◽  
Social Activity ◽  
Citizenship Behavior ◽  
Absolute Level ◽  
Profile Similarity ◽  
Research Stream ◽  
Behavior Profile

As positive nontask behavior, organizational citizenship behavior (OCB) is a well-known concept that has been investigated by numerous studies. However, weakness in the research stream is viewing this concept from the perspective of the actor. In this study, OCB is considered as a social activity that assists actors’ survival in their organizations, and how OCB affects ostracism that effectively reflects belonging in the organization is investigated. Moreover, to identify the relationship in detail, three different independent variables are used, including OCB, OCB aggregate gap, and OCB profile similarity, using social exchange theory and similarity attraction theory. The analysis is conducted using samples from 210 employees who work for Korean companies. The results indicate that OCB profile similarity has a stronger effect on reducing ostracism than the absolute level of OCB and the OCB aggregate gap.

When is a Good Citizen Valued More? Organizational Citizenship Behavior and Performance Evaluation

2015 ◽  
Vol 43 (6) ◽  
pp. 1009-1020 ◽  
Author(s):  
Se Hyung (David) Oh ◽  
Ying Chen ◽  
Fubin Sun
Keyword(s):  
Performance Evaluation ◽  
Organizational Citizenship ◽  
Hierarchical Linear Modeling ◽  
Organizational Citizenship Behavior ◽  
Employee Performance ◽  
Citizenship Behavior ◽  
Linear Modeling ◽  
Good Citizen ◽  
Group Context ◽  
And Performance

Organizational citizenship behaviors (OCB) have been found to affect supervisors' ratings of employee performance partially because these behaviors are distinct and, thus, capture the rater's attention. In this study, we have expanded the existing literature by recognizing the rater's readiness to detect employee OCB. Specifically, we applied the concept of bottom-up and top-down attentional capture to test our prediction that the influence of OCB on employee performance evaluation would be dependent upon the rater's motivation to detect behaviors that potentially increase group effectiveness. Results of hierarchical linear modeling analysis of data collected from 33 work groups at 5 state-owned manufacturing factories in China supported our hypotheses. Our findings suggest that the relationship between OCB and performance ratings is more complex than originally thought and that both rater's cognition and group context should be taken into consideration when investigating this relationship.

scholarly journals The Effect of the OCB Gap on Task Performance with the Moderating Role of Task Interdependence

2021 ◽  
Vol 14 (1) ◽  
pp. 61
Author(s):  
Yuha Yang ◽  
Heesun Chae
Keyword(s):  
Social Exchange ◽  
Group Dynamics ◽  
Hierarchical Linear Modeling ◽  
Organizational Citizenship Behavior ◽  
Work Performance ◽  
Task Interdependence ◽  
Citizenship Behavior ◽  
Future Research ◽  
Linear Modeling ◽  
The Social

Using the social exchange theory and the social cognitive perspective in group dynamics, this study seeks to examine how different individuals in the degree of engagement in organizational citizenship behavior (OCB) among members of a team (i.e., the OCB gap) can affect their work performance across varying levels of task interdependence. The research hypotheses were tested empirically using field data regarding 146 employee-supervisor dyads collected from 41 teams in South Korea. The results of the hierarchical linear modeling (HLM) analysis indicate that having a lover level of OCB engagement than the group average induces feelings of indebtedness in employees, and this sense of obligation is stronger in a high level of task dependence context. We further discuss the theoretical and practical implications of this research and suggest areas for future research.

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