MEDIATING EFFECT OF COOPERATIVE NORM IN PREDICTING ORGANIZATIONAL CITIZENSHIP BEHAVIORS FROM PROCEDURAL JUSTICE CLIMATE

Although the relationships between procedural justice climate and organizational citizenship behaviors have been examined in recent years, little research has explored the mechanism by which procedural justice climate shapes individual employee prosocial behaviors in the workplace. The purpose of this study was to examine the mediating role of a group-level cooperative norm on the relationships between the group-level procedural justice climate and individual-level organizational citizenship behaviors. The survey involved 45 work groups in four different industry fields in Taiwan, including manufacturing, technology, banking, and insurance, and each of the groups was composed of one supervisor and three subordinates. Cross-level analyses using hierarchical linear modeling (ULM) indicated that the cooperative norm fully mediated the relationship between procedural justice climate and individual helping behaviors. Procedural justice climate indirectly affects individual helping behaviors through their effects on the cooperative norm.

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Ethical Leadership and Organizational Citizenship Behaviour: the Mediating Role of Ethical Climate, Trust, and Justice

International Journal of Human Resource Studies ◽

10.5296/ijhrs.v10i1.15954 ◽

2019 ◽

Vol 10 (1) ◽

pp. 70

Author(s):

Tayyaba Ahmed Fatima ◽

Dr. Danish Ahmed Siddiqui

Keyword(s):

Distributive Justice ◽

Procedural Justice ◽

Organizational Citizenship ◽

Ethical Leadership ◽

Ethical Climate ◽

Positive Impact ◽

Top Management ◽

Procedural Justice Climate ◽

The Impact ◽

Justice Climate

This study analysed and showed that how the Top Managements’ Ethical Leadership Influences Organization Citizenship Behaviour (OCB). We proposed that Ethical leadership affects OCB by promoting ethical climate and trust in an Organization. Thus, such factors gives a rise to Procedural Justice Climate and Distributive Justice, which resulted in OCB. This theoretical framework was empirically tested by gathering data of 210 employees who are working in different sectors in Pakistan by means of close ended Likert scale type questionnaires. Numerous statistical techniques for instance descriptive statistics, (CFA) confirmatory factor analysis and (SEM) structural equation modelling were used to analyse the results. As proposed in our theory, the results indicates a positive impact of Top Management Ethical Leadership on Ethical Climate and Trust in an Organization. Moreover, the result also indicates a significant positive impact of trust on both Procedural Justice Climate & Distributive Justice. Furthermore, both of these completely intercedes the consequences of top management ethical leadership on organizational citizenship behaviour. From a different viewpoint, the impact of ethical climate on Procedural Justice Climate is significantly positive, however; the relationship between ethical climate and Distributive Justice was found to be insignificant. Hence, this investigation provides a credible theoretical description as well as observed support of a contrivance through which ethical leadership of top management boosts Organizational Citizenship Behaviour. Therefore, managers in organization can rise Firm level OCB by enhancing the overall environment of the corporation and participatory factors in an ethical manner.

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Authentic leadership, work engagement and organizational citizenship behaviors in petroleum company

International Journal of Productivity and Performance Management ◽

10.1108/ijppm-01-2016-0023 ◽

2016 ◽

Vol 65 (6) ◽

pp. 811-830 ◽

Cited By ~ 16

Author(s):

Mohamed Saeed Al Sahi AL Zaabi ◽

Kamarul Zaman Ahmad ◽

Chowdhury Hossan

Keyword(s):

Organizational Citizenship ◽

Work Engagement ◽

Authentic Leadership ◽

Organizational Citizenship Behaviors ◽

Mediating Effect ◽

Citizenship Behaviors ◽

Content Type ◽

Petroleum Sector ◽

Petroleum Company ◽

The Relationship

Purpose – The purpose of this paper is to explore the relationship between authentic leadership (AL), work engagement (WE), and organizational citizenship behaviors (OCB) among United Arab Emirates (UAE) nationals working in the petroleum sector. This study further intends to examine the mediating effect of psychological empowerment (PE) on above mentioned relationship. Design/methodology/approach – Quantitative method involving self-reported questionnaire was used in this study. Data were collected from 189 UAE national employees from one of the major petroleum companies in the UAE. An extensive online questionnaire consisting of 70 questions was designed in Version 2.05+ of LimeSurvey, an open source-based survey tool. Structural equation modeling using Lisrel was deployed to examine the relationship between AL, PE, WE, and OCB. Findings – The results revealed that AL significantly increases WE and OCB. Results also indicated that PE increases the strength of relationship between AL with WE and OCB while acting as a mediator. Practical implications – The research results suggested that leaders and discussion makers in the petroleum sector in UAE should encourage their managers to adopt a more AL style. Given that AL is strongly related to WE, PE, and OCB, AL training programs is consequently important in building employees that would be more empowered and engaged. Originality/value – This study contributes to organizational behavior and industrial psychology literature. The study is unique in respect to the research model that was developed and validated. It’s one of the first attempts to empirically investigate the direct relationship among AL, PE, WE, and OCB in Middle-East context. This study was conducted in UAE, where AL concept has been rarely investigated and finding from this study may help in filling up the gap in knowledge.

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Does authentic leadership stimulate organizational citizenship behaviors? The importance of affective commitment as a mediator

Sustainability Accounting Management and Policy Journal ◽

10.1108/sampj-11-2019-0423 ◽

2021 ◽

Vol ahead-of-print (ahead-of-print) ◽

Author(s):

Neuza Ribeiro ◽

Ana Patrícia Duarte ◽

Rita Filipe ◽

Rajasekhar David

Keyword(s):

Organizational Citizenship ◽

Authentic Leadership ◽

Affective Commitment ◽

Organizational Citizenship Behaviors ◽

Mediating Effect ◽

Organizational Sustainability ◽

Citizenship Behaviors ◽

Content Type ◽

Positive Leadership ◽

The Impact

Purpose This study aims to examine the impact of authentic leadership (AL) on employees’ organizational citizenship behaviors (OCB) by investigating the mediating effect of affective commitment (AC). Design/methodology/approach Data were collected on 194 leader-follower dyads in diverse organizations, using individual surveys. Followers reported their perceptions of AL and their AC, and leaders assessed each follower’s level of OCB. Findings The results support the research hypotheses proposed, confirming that employees’ perceptions of AL are positively related to both their AC and OCB. Moreover, AC completely mediates the relationship between AL and OCB, indicating that authentic leaders increase employees’ affective bonds to their organization, and therefore, strengthen workers’ tendency to engage in OCB. Research limitations/implications Additional studies with larger samples are needed to clarify more fully not only AL’s influence on OCB but also other psychosocial variables affecting this relationship. Practical implications The findings suggest that organizations can foster employees’ AC and OCB by encouraging managers to adopt a more AL style. Authentic leaders are likely to focus on the collective as they care about their teams, the wider organization and even society’s welfare and sustainability. Social implications Growing concerns about sustainability and business ethics and the crisis of trust in organizations can be addressed through further research on positive leadership forms such as AL. This study’s findings suggest that AL fosters employees’ affective bond to organizations and their willingness to engage in OCB, which are two indicators related to organizational sustainability. Originality/value This study integrated AL, AC and OCB into a single research model, thereby extending previous investigations. In addition, the data were collected from two sources (i.e. both leaders and followers in dyads) to minimize the risk of common-method variance.

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