THE IMPACT OF CHARISMATIC LEADERSHIP ON TURNOVER INTENTIONS AND ORGANIZATIONAL CITIZENSHIP BEHAVIORS TOWARD JOB SATISFACTION

Purpose – This paper aims to explain the relationships among employees’ positive psychological capital (PPC) (hope, self-efficacy, resilience and optimism), job satisfaction (JS) and organizational citizenship behaviors (OCBs) in deluxe hotels. This study also seeks to analyze the effect of JS on the employees’ OCBs. In an era of global competition when the speed of change is increasing, companies’ competitiveness depends on how well they adapt. To respond flexibly to changes, knowing how to use intangible resources is crucial. Design/methodology/approach – This study was administered to 324 deluxe hotel employees using a self-administered questionnaire. Following Anderson and Gerbing’s (1988) two-step approach, confirmatory factor analysis was first undertaken to assess the overall fit of the three-factor model, structural equation model which was used to examine the hypothesized relationships between the constructs. Findings – The findings showed that employees’ hope and optimism among PPC have a significant effect on their JS; their hope and resilience affect OCBs. Employees’ satisfaction was positively associated with their OCBs. Practical implications – It was verified that PPC was an important performance factor that could improve hotel employees’ attitudes and organization’s effectiveness. Employees with high PPC were high in satisfaction with job, positively helped coworkers or superiors, and had high possibility of doing devotional action for organization. Accordingly, there will be a need of forming favorable working atmosphere so that employees can perform job with positive psychology, and of seeking diverse support programs such as counseling program or leisure activity. Originality/value – Most previous studies have examined PPC mainly in general industries; however, this study focused on hotels as a hospitality industry. This study will have significance as the initial research of having considered that the hotel employees’ PPC formation has significant influence upon the JS and OCBs. It is predicted that positive psychology of hotel employees in a job situation leads to various efforts to develop their organization and their own development, thereby creating performance and strengthening management power.

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Employee Behaviors toward Using and Saving Energy at Work. The Impact of Personality Traits

Energies ◽

10.3390/en14123404 ◽

2021 ◽

Vol 14 (12) ◽

pp. 3404

Author(s):

Dawid Szostek

Keyword(s):

Personality Traits ◽

Energy Saving ◽

Organizational Citizenship ◽

Positive Relationship ◽

Negative Relationship ◽

Organizational Citizenship Behaviors ◽

Equation Modeling ◽

Future Research ◽

Citizenship Behaviors ◽

The Impact

The purpose of the article is to determine how personality traits (extraversion, neuroticism, conscientiousness, agreeableness and openness to experience) affect organizational citizenship behaviors for the environment (OCBE), especially in the context of energy saving. The purpose is also to verify the hypothesis that this impact is significantly moderated by individuals’ demographic characteristic (sex, age, length of service, work type and economic sector of employment). To achieve the purposes, a survey was conducted in 2020 on 454 working people from Poland. The analysis was based on structural equation modeling (SEM). The research model assumed that particular types of personality affect direct and indirect OCBEs, including energy-saving patterns. The model also included the aforementioned demographic characteristics of respondents. I proved that personality traits have a significant impact on direct and indirect organizational citizenship behaviors for the environment. In the case of direct OCBEs, the energy-saving items that were most significantly affected by employee personality were: I am a person who turns off my lights when leaving my office for any reason; I am a person who turns off the lights in a vacant room; I am a person who makes sure all of the lights are turned off if I am the last to leave. The strongest predicators were Neuroticism (negative relationship) and Agreeableness (positive relationship) for direct OCBE, but Extraversion (positive relationship) and Agreeableness (negative relationship) for indirect OCBE. The impact of an individual’s personality on OCBE was significantly moderated mainly for indirect behaviors. This applied to all the analyzed demographic variables, but it was stronger for women, employees aged up to 40 years, those with 10 years or more experience, office/clerical workers, and public sector employees. The article discusses the theoretical framework, research limitations, future research directions and practical implications.

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Managing Job Attitudes: The Roles of Job Satisfaction and Organizational Commitment on Organizational Citizenship Behaviors

Procedia Economics and Finance ◽

10.1016/s2212-5671(16)00074-5 ◽

2016 ◽

Vol 35 ◽

pp. 604-611 ◽

Cited By ~ 6

Author(s):

Shafazawana Mohamed Tharikh ◽

Cheah Yeh Ying ◽

Zuliawati Mohamed Saad ◽

Kavitha a/p Sukumaran

Keyword(s):

Job Satisfaction ◽

Organizational Commitment ◽

Organizational Citizenship ◽

Job Attitudes ◽

Organizational Citizenship Behaviors ◽

Citizenship Behaviors

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Workplace Spirituality, Job Satisfaction and Organizational Citizenship Behaviors: A Theoretical Model

International Journal of Business and Management ◽

10.5539/ijbm.v11n8p256 ◽

2016 ◽

Vol 11 (8) ◽

pp. 256 ◽

Cited By ~ 2

Author(s):

Shibani Belwalkar ◽

Veena Vohra

Keyword(s):

Job Satisfaction ◽

Organizational Citizenship ◽

Workplace Spirituality ◽

Organizational Citizenship Behaviors ◽

Citizenship Behaviors ◽

Managerial Effectiveness ◽

Inner Life ◽

Management Leadership ◽

The Relationship

<p class="Abstract">Workplace spirituality has steadily been gaining attention in the last couple of years. Many researchers have investigated the role of “workplace spirituality” with the aim of generating research data that would firmly entrench this construct as vital in the workplace. This article proposes the relationships between workplace spirituality, job satisfaction and organizational citizenship behaviors. It examines the relationship between three workplace spirituality components–meaning and purpose in work, recognition of an inner life or spirit and interconnectedness with the various forms in which organizational citizenship behaviours manifest, mediated by the job satisfaction experienced by the employees. This study can provide significant inputs to promote managerial effectiveness, change management, leadership, holistic performance and growth of organizations, through environments which promote workplace spirituality.</p>

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The Business Education of Charismatic Leaders and Good Soldiers

Research Anthology on Business and Technical Education in the Information Era ◽

10.4018/978-1-7998-5345-9.ch069 ◽

2021 ◽

pp. 1225-1247

Author(s):

Sharon E. Norris

Keyword(s):

Leadership Style ◽

Organizational Citizenship ◽

Business Education ◽

Charismatic Leadership ◽

Organizational Citizenship Behaviors ◽

Citizenship Behaviors ◽

Business Educators ◽

Organizational Environments ◽

Extra Effort ◽

Do So

This article describes how charismatic leaders inspire followers with a vision of a better future, but attaining that better future is not easy and requires hard work, extra effort, and sacrifice. In challenging organizational environments where crisis is present, one leadership style that emerges has been described as charismatic. Charismatic leaders have a tendency to create good soldiers, a loyal band of followers who engage in organizational citizenship behaviors. These good soldiers encourage others to join the effort to create a better world and achieve goals. The difficulty sets in when charismatic leaders and their good soldiers continually ask for more of their employees, take the spotlight, diminish the contributions of others, and create an environment where the performance of extra-role behaviors becomes the expected norm. When followers are pressured to perform citizenry behaviors, they no longer do so voluntarily, which places stress on employees and eventually dampens enthusiasm and motivation. Business educators preparing the next generation of leaders need to raise awareness of the strengths and possible weaknesses associated with charismatic leadership and organizational citizenship behaviors.

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Exemplary followership. Part 1: refining an instrument

Industrial and Commercial Training ◽

10.1108/ict-06-2020-0071 ◽

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.

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