The effect of hotel manager’s authentic leadership on hotel employee’s job stress and organizational citizenship behavior

2020 ◽  
Vol 29 (6) ◽  
pp. 161-169
Author(s):  
Kyung-Soo Kim
Keyword(s):  
Job Stress ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Authentic Leadership ◽  
Citizenship Behavior

Effect of Chief Executive Officer’s Sustainable Leadership Styles on Organization Members’ Psychological Well-Being and Organizational Citizenship Behavior

2021 ◽  
Vol 13 (24) ◽  
pp. 13676
Author(s):  
Hyun-ju Choi
Keyword(s):  
Leadership Styles ◽  
Organizational Citizenship ◽  
Ethical Leadership ◽  
Organizational Citizenship Behavior ◽  
Authentic Leadership ◽  
Chief Executive ◽  
Well Being ◽  
Citizenship Behavior ◽  
Sustainable Leadership ◽  
Psychological Well Being

Situational leadership theory and the contingency approach of leadership were utilized and applied based on situational theory. Based on a total of four foundational theories, that is, bottom-up spillover theory, theories of prosocial behavior, and so on, this study empirically analyzed what influence a chief executive officer’s (CEO’s) sustainable leadership styles (servant, ethical, and authentic leadership) have on the psychological well-being and organizational citizenship behaviors of organization members. The study was conducted on adult employees of midsized or larger companies (including subsidiaries) across four countries: South Korea, the United Kingdom, the United States, and South Africa. Data were obtained from 649 adult employees. SmartPLS was used to conduct structural equation modeling analysis of the data. The results were as follows: (1) CEOs’ servant and authentic leadership styles had statistically significant positive (+) effects on employees’ psychological well-being; however, ethical leadership did not. (2) CEOs’ ethical leadership had a statistically significant (+) effect on employees’ organizational citizenship behavior; however, servant and authentic leadership did not. (3) Employees’ psychological well-being had a statistically significant (+) effect on organizational citizenship behavior. CEOs are attracting more attention than ever, leading companies in today’s rapidly changing times. This suggests that it is necessary to comprehend principles that show when, where, and how important leaders are and sustainable leadership styles that can increase their chances of success. Moreover, this study derived constructive implications that a leader can overcome today’s challenges through sustainable leadership styles.

scholarly journals How authentic leadership promotes individual performance

2018 ◽  
Vol 67 (9) ◽  
pp. 1585-1607 ◽  
Author(s):  
Neuza Ribeiro ◽  
Ana Patrícia Duarte ◽  
Rita Filipe
Keyword(s):  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Authentic Leadership ◽  
Positive Impact ◽  
Civic Virtue ◽  
Individual Performance ◽  
Citizenship Behavior ◽  
Content Type ◽  
Mediating Role ◽  
The Relationship

Purpose The purpose of this paper is to provide a more comprehensive understanding of how authentic leadership (AL) can affect individual performance through creativity and organizational citizenship behavior (OCB)’s mediating roles. Design/methodology/approach The sample included 177 leader-follower dyads from 26 private and small and medium-sized organizations. Followers reported their perceptions of AL, and leaders assessed each follower’s level of creativity, individual performance and OCB. Findings The findings show that AL has a positive impact on OCB (i.e. altruism, sportsmanship, civic virtue, conscientiousness and courtesy), employee creativity, and individual performance. Creativity partially mediates the relationship between AL and individual performance. Some dimensions of OCB, namely, altruism, civic virtue and courtesy, also play a mediating role in this relationship. Research limitations/implications Additional studies with larger samples are needed to determine more clearly not only AL’s influence on individual performance but also other psychosocial variables affecting that relationship. Practical implications Organizations can increase employees’ creativity, OCB and individual performance by encouraging managers to adopt more AL styles. Originality/value This study is the first to integrate AL, creativity, OCB and individual performance into a single research model, thereby extending previous research. The study also used a double-source method to collect data (i.e. leader-follower dyads) to minimize the risk of introducing common-method variance.

When does job stress limit organizational citizenship behavior, or not? Personal and contextual resources as buffers

2020 ◽  
pp. 1-25 ◽  
Author(s):  
Dirk De Clercq ◽  
Imanol Belausteguigoitia
Keyword(s):  
Job Stress ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Negative Relationship ◽  
Citizenship Behavior ◽  
Conservation Of Resources ◽  
Citizenship Behaviors ◽  
Climate Data ◽  
Peer Communication ◽  
Actual Experience

Abstract Anchored in conservation of resources theory, this study considers how employees' experience of job stress might reduce their organizational citizenship behaviors (OCB), as well as how this negative relationship might be buffered by employees' access to two personal resources (passion for work and adaptive humor) and two contextual resources (peer communication and forgiving climate). Data from a Mexican-based organization reveal that felt job stress diminishes OCB, but the effect is subdued at higher levels of the four studied resources. This study accordingly adds to extant research by elucidating when the actual experience of job stress is more or less likely to steer employees away from OCB – that is, when they have access to specific resources that hitherto have been considered direct enablers of such efforts instead of buffers of employees' negative behavioral responses to job stress.

The effects of perceived authentic leadership and core self-evaluations on organizational citizenship behavior

2017 ◽  
Vol 38 (3) ◽  
pp. 463-481 ◽  
Author(s):  
Baek-Kyoo Joo ◽  
Sung Jun Jo
Keyword(s):  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Authentic Leadership ◽  
Psychological Empowerment ◽  
Citizenship Behavior ◽  
Equation Modeling ◽  
Personality Factor ◽  
Content Type ◽  
Core Self ◽  
The Relationship

Purpose The purpose of this paper is to investigate the effect of the perceived authentic leadership of supervisors and employees’ core self-evaluations on their organizational citizenship behavior (OCB) and to examine the role of psychological empowerment as a partial mediator of those relationships. Design/methodology/approach A cross-sectional survey was used to obtain individual perceptions from employees working in one of the biggest companies in Korea. Data from 374 samples was analyzed. Construct validity of each measurement model is examined using confirmatory factor analysis and the hypothesized structural model is tested by structural equation modeling. Findings The authors found that perceived authentic leadership, core self-evaluation, and employees’ psychological empowerment had significant impact on employees’ OCB, accounting for 58 percent of the variance in OCB. In addition, 54 percent of the variance in psychological empowerment was explained by authentic leadership and core self-evaluations, partially mediating the relationship between authentic leadership and OCB and the relationship between core self-evaluations and OCB. Originality/value Positivity is instrumental in driving intrinsic motivation for work and voluntary devotion to colleagues and organizations. This study contributed to the emerging research branch of management and organizational psychology such as positive organization scholarship and positive organizational behavior by exploring the relationship among the relevant constructs. More specifically, the authors found that positive contextual factor (i.e. authentic leadership), positive personality factor (i.e. core self-evaluations), and positive work experience (i.e. psychological empowerment) do have positive influence on employees’ extra-role performance (i.e. OCB).

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