Employee Work Performance Mediates Empowering Leader Behavior and Employee Voice

2018 ◽  
Vol 46 (12) ◽  
pp. 1997-2008 ◽  
Author(s):  
Sihong Huang ◽  
Juan Shu ◽  
Chunlin Liu
Keyword(s):  
Task Performance ◽  
Work Stress ◽  
Organizational Citizenship ◽  
Indirect Effects ◽  
Work Performance ◽  
Leader Behavior ◽  
Organizational Citizenship Behaviors ◽  
Employee Voice ◽  
Citizenship Behaviors ◽  
Prosocial Voice

Drawing on the practical perspective of empowerment, we investigated how empowering leader behavior influences employee voice via in-role (i.e., task performance) and extrarole (i.e., organizational citizenship behaviors toward individuals) performances, and examined the moderating effect of work stress on the empowering leader behavior–employee voice process. Using multiwave data from 996 supervisor–subordinate dyads, we found that empowering leader behavior promoted employee prosocial voice via organizational citizenship behaviors toward individuals, whereas it prohibited employee acquiescent voice and defensive voice via task performance. Further, work stress attenuated empowering leader behavior's indirect effect on prosocial voice via organizational citizenship behaviors toward individuals, whereas it augmented empowering leader behavior's indirect effects on employee acquiescent voice and defensive voice via task performance, respectively.

scholarly journals Hubungan Antara Perilaku Kewargaan Organisasional Dan Kinerja Tugas

2011 ◽  
Vol 4 (1) ◽  
Author(s):  
D. Wahyu Ariani
Keyword(s):  
Task Performance ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Positive Relationship ◽  
Response Rate ◽  
Organizational Citizenship Behaviors ◽  
Citizenship Behavior ◽  
Citizenship Behaviors ◽  
Analysis Techniques ◽  
And Task

The main purpose of this study is to find out relationship between organizational citizenship behavior and task performance in banking industries in Indonesia. Organizational citizenship behavior is composed of four components: altruism, civic virtue, and sportsmanship. To analyzed results mean, standard deviation, and correlation analysis techniques are used. 636 questionnaires were received and response rate 95 percent. Results prove that organizational citizenship behaviors do not have positive relationship with task performance.

The Bigger Picture: How Organizational Citizenship Behaviors Fit Within a Broader Conceptualization of Work Performance

2017 ◽  
Author(s):  
Joseph A. Carpini ◽  
Sharon K. Parker
Keyword(s):  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Work Performance ◽  
Individual Performance ◽  
Organizational Citizenship Behaviors ◽  
Citizenship Behavior ◽  
Citizenship Behaviors ◽  
Individual Work ◽  
History Of

Scholars have identified numerous forms of individual work performance, including core task, adaptive, proactive, and citizenship. Although the diversity of performance constructs has contributed to breadth, it has also resulted in a fragmented literature that, at times, operates in theoretical silos. As such, the overarching purpose of this chapter is to consider how organizational citizenship behavior (OCB) constructs relate to, and can fit within, broader models of individual work performance. We begin with a brief history of work performance concepts and review five integrative models of individual performance, culminating with the presentation of the Griffin, Neal, and Parker (2007) model. We use the latter to assess systematically whether and how OCB concepts relate to other performance concepts. We highlight constructs that fit readily within the Griffin et al. framework, in addition to constructs that do not. We conclude with five recommendations.

Work stress and organizational citizenship behaviors among nurses

2017 ◽  
Vol 10 (6) ◽  
pp. 1453
Author(s):  
Reza Agheli ◽  
Fariborz Roshangar ◽  
Kobra Parvan ◽  
Parvin Sarbakhsh ◽  
Solmaz Shafeh
Keyword(s):  
Work Stress ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behaviors ◽  
Citizenship Behaviors

Transformational leadership, trust, and follower outcomes: a moderated mediation model

2019 ◽  
Vol 42 (3) ◽  
pp. 370-390 ◽  
Author(s):  
Ali Ender Altunoğlu ◽  
Faruk Şahin ◽  
Sümeyra Babacan
Keyword(s):  
Transformational Leadership ◽  
Task Performance ◽  
Organizational Citizenship ◽  
Leadership Behaviors ◽  
Moderated Mediation ◽  
Organizational Citizenship Behaviors ◽  
Citizenship Behaviors ◽  
Content Type ◽  
Affective Trust ◽  
Positive Effects

PurposeThe purpose of this study is to examine the influences of transformational leadership behaviors on followers’ task performance and organizational citizenship behaviors, the potential mediating role of affective trust and moderating effect of follower tenure with leader in these relationships.Design/methodology/approachThe authors collected survey data from 197 employees from various organizations in Turkey, operating in several sectors. To test the relationships among study variables, the authors followed the moderated mediation procedure suggested by Hayes (2013).FindingsThe findings indicated that transformational leadership behaviors have significant positive effects on both followers’ task performance and organizational citizenship behaviors. Furthermore, mediational analyses showed that affective trust mediated the relationship between transformational leadership behaviors and followers’ task performance. Moreover, the moderation analysis shows that the effect of transformational leadership behaviors on affective trust depended on leader–follower dyadic tenure, with the effect of transformational leadership behaviors being greater at high level of leader–follower dyadic tenure.Research limitations/implicationsThis study provides evidence of the positive relationship of transformational leadership behaviors with followers’ affective trust at work and task performance. Such knowledge suggests that improving leaders’ skills and capabilities in terms of transformational leadership through training might lead organizations to work more effectively.Originality/valueThis study contributes to the existing literature by showing the importance of affective trust, explaining why transformational leaders can motivate and influence followers to achieve a higher performance. In addition, this research provides knowledge about transformational leadership effectiveness in developing countries, mainly in Turkey.

Perceived Overqualification at Work: Implications for Extra-Role Behaviors and Advice Network Centrality

2018 ◽  
Vol 46 (4) ◽  
pp. 583-606 ◽  
Author(s):  
Berrin Erdogan ◽  
Aysegul Karaeminogullari ◽  
Talya N. Bauer ◽  
Allison M. Ellis
Keyword(s):  
Organizational Citizenship ◽  
Indirect Effects ◽  
Organizational Citizenship Behaviors ◽  
Network Centrality ◽  
Citizenship Behaviors ◽  
Perceived Overqualification ◽  
Person Organization Fit ◽  
Main Effects ◽  
Different Sources ◽  
Role Behaviors

In this study, we hypothesized that perceived overqualification would interact with person-organization fit (P-O fit) to predict extra-role behaviors toward coworkers (organizational citizenship behaviors targeting others [OCBI] and voice) and indirectly relate to advice network centrality. We collected data from 332 municipality services employees reporting to 41 supervisors in Istanbul, Turkey, across three timepoints and from three different sources. Tests of our model provided partial support for our predictions. Results revealed that perceived overqualification had negative main effects on OCBI and interacted with P-O fit to affect voice. Further, P-O fit moderated the indirect effects of perceived overqualification on advice network centrality such that there were significant negative indirect effects via OCBI only when P-O fit is low. Implications for the overqualification, perceptions of fit, and social network literatures are discussed.

A Meta-Analysis of Gender Proportionality Effects on Job Performance

2017 ◽  
Vol 44 (3) ◽  
pp. 578-610 ◽  
Author(s):  
Jeremy D. Mackey ◽  
Philip L. Roth ◽  
Chad H. Van Iddekinge ◽  
Lynn A. McFarland
Keyword(s):  
Job Performance ◽  
Empirical Evidence ◽  
Task Performance ◽  
Organizational Citizenship ◽  
Meta Analysis ◽  
Critical Mass ◽  
Organizational Citizenship Behaviors ◽  
Citizenship Behaviors ◽  
Critical Mass Theory ◽  
Supervisory Ratings

Critical mass theory and the tokenism hypothesis propose that females’ job performance is adversely affected by perceptions and experiences that stem from females comprising a smaller proportion of organizations than males. Although belief in the gender token effect appears to be widely held, empirical evidence of this effect is relatively scarce; furthermore, the evidence that does exist is somewhat inconsistent. The purpose of the present study was to provide a meta-analytic test of the gender token effect by examining the extent to which the proportion of females in organizations relates to male–female differences in job performance. Meta-analytic results based on data from 158 independent studies ( N = 101,071) reveal that (a) females tend to demonstrate higher job performance than males ( d = −.10), and (b) this difference does not appear to vary based on the proportion of females in organizations. We found similar results for subjective task performance (e.g., supervisory ratings), organizational citizenship behaviors, and objective task performance (e.g., sales). Overall, this study’s results demonstrate almost no support for the gender token effect on job performance, which challenges the prevailing assumptions of critical mass theory and the tokenism hypothesis.

scholarly journals Grit utility in explaining job and contextual performance

2018 ◽  
Vol 9 (1) ◽  
pp. 54-64
Author(s):  
Steluța Peleașă
Keyword(s):  
Emotional Intelligence ◽  
Task Performance ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behaviors ◽  
Incremental Validity ◽  
Performance Criteria ◽  
Counterproductive Work Behaviors ◽  
Personality Factors ◽  
Work Behaviors ◽  
Citizenship Behaviors

The study aims to analyze if grit brings incremental validity in the prediction of job performance criteria (task performance, organizational citizenship behaviors and counterproductive work behaviors), in addition to some classical predictors such as emotional intelligence and some personality factors (conscientiousness and agreeableness). The sample consists of 170 employees from various fields of activity. Regression analysis has shown that grit has no incremental validity to personality and emotional intelligence in predicting any of the work performance criteria (task performance, organizational citizenship behaviors and counterproductive work behaviors). The study therefore brings to the academic literature one more proof for the fact that it is difficult to consider grit an independent, self-constructed concept.

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