scholarly journals Influence of Authentic Leadership on Employees’ Taking Charge Behavior: The Roles of Subordinates’ Moqi and Perspective Taking

2021 ◽  
Vol 12 ◽  
Author(s):  
Qiuxiang Wen ◽  
Ruhong Liu ◽  
Jing Long
Keyword(s):  
Organizational Citizenship Behavior ◽  
Perspective Taking ◽  
Authentic Leadership ◽  
Identity Theory ◽  
Role Identity ◽  
Mediating Effect ◽  
Citizenship Behavior ◽  
Taking Charge ◽  
The Relationship ◽  
Role Identity Theory

How to motivate employees to break through the role constraints and show more initiative determines the success or failure of a company’s future development. Taking charge behavior refers to the behavior where individuals influence the change of organizational function through voluntary and constructive efforts, which is a challenging organizational citizenship behavior. This study investigates the underlying mechanism and boundary condition of authentic leadership (AL) on employees’ taking charge behavior based on the role identity theory and literature concerning perspective taking. Matched data were collected from a multi-source sample that included 146 direct supervisors and 328 subordinates in mainland, China. The empirical results indicate that AL has a positive influence on the employees’ taking charge behavior, and subordinates’ moqi mediates the relationship between them. In addition, the employees’ perspective taking positively moderated the positive relationship between AL and subordinates’ moqi, as well as the mediating effect of subordinates’ moqi in the relationship between AL and employees’ taking charge behavior. Compared with the low levels of perspective taking, high levels of that made the influence of AL on subordinates’ moqi stronger, so is the whole indirect effect. This study is the first to explore the influencing mechanism of AL on employees’ taking charge behavior from the perspective of the role identity theory, thereby enriching the relevant studies and providing practical insights for organizational leaders regarding on how to foster employees to take charge.

Predicting Organizational Citizenship Behavior from The Functional Analysis and Role Identity Perspectives: Further Evidence in Spanish Employees

2010 ◽  
Vol 13 (1) ◽  
pp. 277-283 ◽  
Author(s):  
Mª Celeste Dávila ◽  
Marcia A. Finkelstein
Keyword(s):  
Functional Analysis ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Identity Theory ◽  
Role Identity ◽  
Citizenship Behavior ◽  
New Evidence ◽  
Role Identity Theory

Organizational citizenship behavior (OCB) is a prosocial activity with similarities to volunteerism. The purpose of this work is to contribute new evidence about the relevance to OCB of two models of sustained volunteerism, functional analysis and role identity theory. A total of 983 Spanish employees at 49 organizations completed surveys measuring amount of OCB, motives for engaging in citizenship behavior, and the degree to which respondents developed an organizational citizen role identity. The results showed that both motives and role identity were significant predictors of OCB, with motive partially mediating the role identity-OCB relationship. The findings suggest that similar mechanisms are involved in sustaining volunteerism and OCB.

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.

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.

scholarly journals Transformational leadership and employee outcomes: the mediating role of psychological empowerment

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Saira Saira ◽  
Sadia Mansoor ◽  
Muhammad Ali
Keyword(s):  
Transformational Leadership ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Turnover Intention ◽  
Psychological Empowerment ◽  
Mediating Effect ◽  
Citizenship Behavior ◽  
Employee Outcomes ◽  
Content Type ◽  
The Relationship

PurposeThe purpose of this study is to empirically test the mediating effect of psychological empowerment in the relationship between transformational leadership and two employee outcomes: organizational citizenship behavior and turnover intention.Design/methodology/approachThe data were collected from 316 employees working in the textile industry to empirically test the proposed model.FindingsThe findings of this study indicate that psychological empowerment mediates the relationship between transformational leadership and both employee outcomes of organizational citizenship behavior and turnover intention.Research limitations/implicationsThis study suggests that organizations aiming to minimize turnover intention among employees should develop a transformational leadership style at the managerial level to enhance psychological empowerment among employees, which, in turn, will also improve organizational citizenship behavior.Originality/valueThis study proposes and tests the indirect effect of transformational leadership on organizational citizenship behavior and turnover intention via psychological empowerment.

Authentic leadership and citizenship behavior

2020 ◽  
Vol 23 (3) ◽  
pp. 245-258 ◽  
Author(s):  
Ivy Kyei-Poku ◽  
Ying (Jason) Yang
Keyword(s):  
Organizational Behavior ◽  
Organizational Citizenship Behavior ◽  
Authentic Leadership ◽  
Process Analysis ◽  
Citizenship Behavior ◽  
Full Time ◽  
Insurance Company ◽  
Content Type ◽  
Organizational Fairness ◽  
The Relationship

PurposeThe purpose of this study is to assess the pathway through which authentic leadership influences organizational citizenship behavior (OCB). The authors examine how the perception of overall fairness and a sense of belongingness mediate the relationship between authentic leadership and OCB.Design/methodology/approachThe authors distributed survey questionnaires to full-time employees working for an insurance company. Data were collected in two phases. To test the hypotheses, the authors conducted hierarchical multiple regression analysis using the PROCESS macro by Hayes (2012).FindingsPROCESS analysis reveals that overall fairness mediates the relationship between authentic leadership and subordinates' sense of belongingness, which is then positively related to OCB. Taken together, these findings are largely in line with the authors’ theoretical model.Originality/valueEmpirical research has yet to explore how authentic leaders create the perception of fairness, which influences subordinates' OCB. Thus, this study extends the authors’ knowledge on the extant literature of organizational behavior by integrating two important domains—authentic leadership and organizational fairness—to propose that authentic leadership is a fair leadership that aids in promoting OCB. Also, studies on authentic leadership processes have examined basic models and neglected the possibility of sequential mediation. To better understand the complex relationship of authentic leadership and OCB, the authors examine overall fairness and belongingness as sequential mediators.

scholarly journals The Mediating Effect of Organizational Citizenship Behavior in the Relationship between Transformational Leadership and Corporate Social Responsibility Practices: Middle Eastern Example/Jordan

2020 ◽  
Vol 12 (10) ◽  
pp. 4248 ◽  
Author(s):  
Khaled Alshihabat ◽  
Tarik Atan
Keyword(s):  
Transformational Leadership ◽  
Corporate Social Responsibility ◽  
Social Responsibility ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Mediating Effect ◽  
Citizenship Behavior ◽  
Equation Modeling ◽  
Corporate Social ◽  
The Relationship

The main objective of this study was to investigate the mediating effect of organizational citizenship behavior (OCB) in the relationship between transformational leadership (TLS) and corporate social responsibility practices (CSR). Another objective was to present adequate properties regarding the reliability of the scores, and evidence of the validity of the internal structure of the measurement instrument. Structure equation modeling (SEM) was used to analyze the data, which was randomly collected from 392 participants from the universities of Jordan. The overall assessment of the model was accepted and TLS was found to indirectly and significantly impact CSR practices through OCB, where the direct effect was significant, though lower than the indirect impact. This means that TLS is a good predictor of CSR practices, especially with the mediation of OCB. One of the implications of this finding is that leaders should promote OCB among their employees, as this will be reflected in their CSR practices, which is one of the requirements of sustainability. The originality of this research lies in it being the first to explore the indirect effect of TLS on CSR practices through OCB.

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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