scholarly journals The Impact of Empowering Leadership Behaviors on Organizational Citizenship Behavior

2020 ◽  
Vol 5 (1) ◽  
pp. p24
Author(s):  
Mohammed S. Alzahrani
Keyword(s):  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Leadership Behaviors ◽  
Citizenship Behavior ◽  
Future Research ◽  
Empowering Leadership ◽  
Governmental Institutions ◽  
The Impact ◽  
Pearson Correlations ◽  
Practical Implications

The current study examines the impact of empowering leadership behaviors (namely, enhancing the meaningfulness of work, fostering participation in decision making, expressing confidence and providing autonomy) on organizational citizenship. The data was collected through a questionnaire from a sample consisting of 200 employees in governmental institutions in Albaha region. Pearson correlations indicated that OCB had statistically significant positive relation with all factors of leadership empowerment behavior, ranged between 0.432 and 0.655. The study provided practical implications and suggested some directions for future research.

scholarly journals The impact of Perception Of Organizational Politics on Organizational Citizenship Behavior

2012 ◽  
Vol 25 (2) ◽  
pp. 397-420
Author(s):  
HyunSung Kim ◽  
SeaYoung Park
Keyword(s):  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Organizational Politics ◽  
Moderating Effect ◽  
Mediating Effect ◽  
Citizenship Behavior ◽  
Future Research ◽  
Perception Of Organizational Politics ◽  
The Impact ◽  
The Relationship

The purpose of this study was to investigate the relationship between POPs, OJ, OCB, BJW and LPS. Also, this study examined the mediating effect of OJ on the relationship between POPs and OCB. And this study examined the moderating effect of BJW on the relationship between POPs and OJ and the moderating effect of LPS on the relationship between OJ and OCB. Data were collected from 283 employees from a number of companies. The result of this study showed that the relationship between POPs and OJ is significantly negative and the relationship between OJ and OCB is significantly positive. Also, OJ fully mediated the relationship between POP and OCB. And BJW didn't moderated the relationship between POPs and OJ. And LPS moderated the relationship between OJ and OCB. Finally, based on the results, the implication of this study and the direction for future research were discussed.

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.

scholarly journals The effect of military social responsibility perception on soldier’s organizational citizenship behavior (OCB)

2020 ◽  
Vol 3 (3) ◽  
pp. 133-159
Author(s):  
Cheonseok Park ◽  
Jeman Jeon
Keyword(s):  
Social Responsibility ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Military Service ◽  
Mediating Effect ◽  
Citizenship Behavior ◽  
Future Research ◽  
Significant Positive Effect ◽  
The Impact ◽  
Positive Effect

This research aims to study the social role of the military, which is expected to gain importance when the security environment of the Korean Peninsula changes in the future. Expanding the research on corporate social responsibility (CSR), this study redefines the concept of military social responsibility (MSR) and identifies the impact of MSR perception on soldiers’ organizational citizenship behavior (OCB). This study aims to examine the effects of MSR on OCB and the mediating effect of reputation. Thus, the survey was conducted by visiting two army troops in the metropolitan area and three army troops in the Gangwon-do area. As a result, MSR perception by military service members had a significant positive (+) effect on OCB. In addition, reputation showed a significant partial mediating effect. Further, for individual MSRs, legal and ethical MSR and philanthropic MSR had a significant positive (+) effect on OCB, and reputation was fully mediated in that process. Finally, based on the results, the implications of the study and future research directions were discussed.

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.

scholarly journals Leader Narcissism and Employee Organizational Citizenship Behavior Directed Toward the Leader: Roles of Perceived Insider Status and Need for Self-Esteem

2021 ◽  
Vol 12 ◽  
Author(s):  
Huaqiang Wang ◽  
Geng Liu ◽  
Miao Wang ◽  
Yue Dong
Keyword(s):  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Self Esteem ◽  
Mediating Effect ◽  
Citizenship Behavior ◽  
Future Research ◽  
Negative Effect ◽  
Perceived Insider Status ◽  
The Impact

Based on self-concept theory, the present study proposed and empirically tested the impact of leader narcissism on employee organizational citizenship behavior directed toward the leader (OCB-L), highlighting the mediating role of perceived insider status and the moderating role of need for self-esteem in this relationship. Based on an analysis of 161 two-stage matched leader-employee dyads, the hypotheses were tested and the results showed that the leader narcissism had a negative direct effect on employee OCB-L, as well as a negative indirect effect on employee OCB-L via perceived insider status. Furthermore, the need for self-esteem was found to moderate the negative effect of leader narcissism on perceived insider status as well as the mediating effect of perceived insider status between leader narcissism and employee OCB-L. The theoretical and practical implications of our research were discussed. Limitations and directions for future research were also offered.

When Good Deeds Hurt: The Potential Costs of Interpersonal Helping and the Moderating Roles of Impression Management and Prosocial Values Motives

2018 ◽  
Vol 25 (3) ◽  
pp. 339-352 ◽  
Author(s):  
Gabi Eissa ◽  
Scott W. Lester
Keyword(s):  
Impression Management ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Citizenship Behavior ◽  
Future Research ◽  
Mediation Model ◽  
Moderated Mediation Model ◽  
Prosocial Values ◽  
Interpersonal Helping ◽  
Practical Implications

Drawing on the conservation of resource theory, the current study builds and tests a moderated-mediation model that explores the potential costs of engaging in interpersonal helping—a common type of organizational citizenship behavior. Specifically, this research argues that interpersonal helping induces emotional exhaustion, which adversely affects task performance. The study also examines impression management and prosocial values motives as conditional moderators among these relationships. Using multisource field data across two time periods, results suggest that an impression management motive is likely to strengthen the proposed relationships, whereas a prosocial values motive is likely to weaken them. Theoretical and practical implications as well as future research avenues are also discussed.

Leader Machiavellianism as an Antecedent to Ethical Leadership: The Impact on Follower Psychological Empowerment and Work Outcomes

2020 ◽  
pp. 154805182097129
Author(s):  
M. Lance Frazier ◽  
Michael C. Jacezko
Keyword(s):  
Organizational Citizenship ◽  
Ethical Leadership ◽  
Organizational Citizenship Behavior ◽  
Process Model ◽  
Psychological Empowerment ◽  
Work Outcomes ◽  
Citizenship Behavior ◽  
Future Research ◽  
Leadership Perceptions ◽  
The Impact

Though considerable research has been conducted on ethical leadership, we still know very little about the antecedents to ethical leadership perceptions. Drawing primarily from social learning theory, we propose a process model by which leader Machiavellianism affects ethical leadership, which is then hypothesized to influence psychological empowerment. In addition, we propose that team member role performance and organization-directed organizational citizenship behavior will be consequences of psychological empowerment. Drawing from a sample of 242 employees reporting to 82 leaders, our findings broadly demonstrate support for our hypotheses and advance our understanding of both antecedents and outcomes of ethical leadership. We discuss the theoretical implications of our findings, along with the practical insights, limitations, and future research opportunities.

scholarly journals Exploring the Impact of Responsible Leadership on Organizational Citizenship Behavior for the Environment: A Leadership Identity Perspective

2019 ◽  
Vol 11 (4) ◽  
pp. 944 ◽  
Author(s):  
Hongdan Zhao ◽  
Qiongyao Zhou
Keyword(s):  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Social Identity Theory ◽  
Citizenship Behavior ◽  
Future Research ◽  
Responsible Leadership ◽  
Leadership Identity ◽  
Mediating Role ◽  
Using Data ◽  
The Impact

Drawing on social identity theory, the authors demonstrated how and when responsible leadership might relate to employee’s organizational citizenship behavior for the environment (OCBE). Using data collected from 302 subordinates from one service chain hotel in China across 2 phases, this study discussed the influence mechanism of responsible leadership on OCBE, as well as the roles of leader identification and the perceived role of ethics and social responsibility (PRESOR). Empirical results revealed that responsible leadership was positively related to OCBE, and that leader identification played a mediating role between responsible leadership and OCBE. The relationship between leader identification and OCBE was positively moderated by PRESOR, which also moderated the indirect effect of responsible leadership on OCBE through leader identification, such that this relationship was stronger when PRESOR was high. Finally, we outlined the theoretical and practical implications and proposed some promising aspects and value variables for future research.

scholarly journals Organization Citizenship and Employee Withdrawal Behavior in the Workplace

2016 ◽  
Vol 6 (3) ◽  
pp. 43
Author(s):  
J. R. Smith ◽  
Lisa A. Micich ◽  
Douglas L. McWilliams
Keyword(s):  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Employee Performance ◽  
Organizational Citizenship Behaviors ◽  
Citizenship Behavior ◽  
Future Research ◽  
Citizenship Behaviors ◽  
Withdrawal Behavior ◽  
Employee Withdrawal ◽  
The Impact

The purpose of this research was to investigate the effect of organizational citizenship behaviors (altruism, courtesy, sportsmanship, generalized compliance and civic virtue) on employee withdrawal behaviors (turnover, absenteeism and tardiness).   Most research in the OCB literature focused on the impact of organizational citizenship behaviors on turnover, with minimal attention directed toward absenteeism and tardiness, as negative employee performance behaviors.  Data were obtained from employees (N = 334) at a municipal law enforcement agency with (N = 624) employees resulting in a 53.53% usable response rate.  Data analysis indicated that job satisfaction was directly related to organizational citizenship behavior; and organizational citizenship behavior was inversely related to overall employee withdrawal behavior.  Study findings did not lend support for organizational commitment being directly related to organizational citizenship behavior. The authors specified study limitations and future research opportunities.

scholarly journals The impact of authentic leadership on employees' organizational citizenship behavior in Ethiopia public service

2021 ◽  
Vol 10 (6) ◽  
pp. 121-131
Author(s):  
Hailay Shifare ◽  
Fyory Abreha ◽  
Nancy Githaiga
Keyword(s):  
Organizational Citizenship ◽  
Public Service ◽  
Organizational Citizenship Behavior ◽  
Authentic Leadership ◽  
Leadership Behavior ◽  
Public Organizations ◽  
Helping Behavior ◽  
Citizenship Behavior ◽  
Future Research ◽  
The Impact

There has been an increased recognition that more attention needs to be paid to authentic leadership as it emphasizes positive psychological behavior. Organizational citizenship behavior is crucial in the public service, and there should be friendly leadership behavior that could enable public employees to engage in helping behavior. Research in this area is of great interest and with a very active research community. The problem has recently attracted more attention due to the increasing mismanagement, scandal, and corruption in various public organizations that have contributed to the demand for authentic leadership. Although public organizations were trying to introduce various leadership styles that can enhance service delivery, what and how leadership behavior contributes to employees' Organizational Citizenship behavior (OCB) in public service is not well elaborated. The respondents were leaders from 10 public service organizations. Empirical evidence revealed that leaders' authentic leadership behavior impacted employees' organizational citizenship behavior through self-awareness, sharing information, ethical practices, good relation with subordinates, mutual understanding, and transparency. The innovative results of the study revealed that political, cultural, and social aspects influence the leadership behavior of leaders in public service. This study concluded that authentic leaders play a great role in creating a positive relationship and promoting employees' citizenship behaviors. The implications and future research of the results were discussed based on the influence of authentic leadership on employees' OCB.

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