Exploring the Relationship of Organizational Commitment, Organizational Citizenship Behavior, Psychological Empowerment and Job Satisfaction with Leader-Member Exchange of Section Leaders and Team Leaders in Summer Children's Camps in Greece

2016 ◽  
Vol 22 ◽  
pp. 63-80 ◽  
Author(s):  
E. Ioannidou ◽  
◽  
T. Karagiorgos ◽  
K. Alexandris
Keyword(s):  
Job Satisfaction ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Psychological Empowerment ◽  
Citizenship Behavior ◽  
Leader Member Exchange ◽  
Team Leaders ◽  
Member Exchange ◽  
Relationship Of ◽  
The Relationship

scholarly journals The Relationship Between K-Workers’ Leader–Member Exchange, Organizational Citizenship Behavior and Task Performance—Evidence From Chinese Hospitals

2021 ◽  
Vol 12 ◽  
Author(s):  
Xiaoli Che ◽  
Zhecheng Guo ◽  
Qinyuan Chen
Keyword(s):  
Task Performance ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Well Being ◽  
Citizenship Behavior ◽  
Leader Member Exchange ◽  
Psychological Well Being ◽  
Member Exchange ◽  
The Relationship ◽  
And Task

Aiming to reduce the difficulty of managing and motivating knowledge workers (k-workers), and promote the psychological well-being of them in Chinese hospitals, this study examines how k-workers’ leader–member exchange (LMX) influences their task performance and the mediation effect of organizational citizenship behavior (OCB). Through a self-administered survey, valid questionnaires were collected from 384 k-workers in Chinese hospitals, and partial least squares structural equation modeling was employed for data analysis. The findings show that LMX is positively related to OCB and task performance, and that OCB mediates the relationship between LMX and task performance. This research has theoretical implications and also provides practical suggestions on how to manage, motivate, and inspire k-workers, and promote the psychological well-being of them, and finally enhance the organizational performance in Chinese hospitals.

Compulsory Citizenship Behavior and Organizational Commitment

2020 ◽  
pp. 162-178
Author(s):  
Kemal Köksal ◽  
Ali Gürsoy
Keyword(s):  
Organizational Commitment ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Citizenship Behavior ◽  
Leader Member Exchange ◽  
Role Behavior ◽  
Member Exchange ◽  
Role Description ◽  
The Relationship ◽  
Compulsory Citizenship Behavior

Organizational citizenship behavior means the extra role behavior of employee that is not in the role description. Managers expect from employees to show organizational citizenship behavior for benefits to the organization. This expectation may become an obligation over time, and an employee can perceive managers and co-workers' expectations for extra role behavior as a compulsory that will affect an employee's organizational attitudes and behaviors. This study's aim is to investigate the relationship between compulsory citizenship behavior and organizational commitment and, the mediating role of leader-member exchange in Turkey's cultural context. The data were gathered from the 222 employees in a public organization by convenience sample method at two points in time. Regression-based path analyses were conducted to explore the relationship between the variables. According to the results, compulsory citizenship behavior had a negative effect on organizational commitment and leader-member exchange fully mediated this effect.

scholarly journals Follower Dependence, Independence, or Interdependence: A Multi-Foci Framework to Unpack the Mystery of Transformational Leadership Effects

2020 ◽  
Vol 17 (12) ◽  
pp. 4534
Author(s):  
Qing Lu ◽  
Yonghong Liu ◽  
Xu Huang
Keyword(s):  
Transformational Leadership ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Psychological Empowerment ◽  
Personal Identification ◽  
Citizenship Behavior ◽  
Leader Member Exchange ◽  
Future Directions ◽  
Follower Performance ◽  
Member Exchange

We develop a multi-foci framework—“follower dependence,” “follower independence,” and “leader-follower interdependence”—to explain how transformational leadership influences follower performance. Follower’s personal identification with the leader, psychological empowerment, and leader-member exchange are employed as proxies for each of the three foci. Two separate studies consistently show that personal identification (denoting a “follower dependence” focus) is a more salient mechanism than the other two in explaining the transformational leadership-organizational citizenship behavior relationship. These results suggest transformational leadership is perhaps a theory of follower dependence rather than independence or interdependence. Theoretical implications, limitations, and future directions are discussed.

scholarly journals Psychological Empowerment and Employee Behaviors: Employee Engagement As Mediator and Leader-Member Exchange as Moderator

2015 ◽  
Vol 1 (6) ◽  
pp. 24-30 ◽  
Author(s):  
Rizwana Kosar ◽  
Sayyed M. Mehdi Raza Naqvi
Keyword(s):  
Knowledge Sharing ◽  
Employee Engagement ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Psychological Empowerment ◽  
Citizenship Behavior ◽  
Leader Member Exchange ◽  
Knowledge Sharing Behavior ◽  
Member Exchange ◽  
Sharing Behavior

The objective of this study is to determine the association between psychological empowerment and two behavioral outcomes of employee (i.e. organizational citizenship behavior and knowledge sharing behavior) by examining the mediating role of employee engagement and the moderating role of leader-member exchange. A survey was completed by employees working in different corporations and jobs. The data were collected by self- administered questionnaire and analyzed by using correlation and regression analysis. Results indicate that psychological empowerment positively influences organizational citizenship behavior and knowledge sharing behavior. In addition, employee engagement partially mediates the relationship between psychological empowerment and organizational citizenship behavior and fully mediates between psychological empowerment and knowledge sharing behavior. Psychological empowerment has a positive significant relationship with the employee engagement whereas leader-member exchange does not moderate the relationship between psychological empowerment and employee engagement. The implications of these findings are discussed.

scholarly journals ORGANIZATIONAL CITIZENSHIP BEHAVIOR AND LEADER-MEMBER EXCHANGE AS CORRELATES OF WORKPLACE VIOLENCE AMONG WORKERS: MODERATING ROLE OF AUTONOMY

2021 ◽  
Vol 6 (2) ◽  
Author(s):  
Stephen E. Iloke ◽  
Tochukwu M. Oguegbe ◽  
Leonard N. Ezeh
Keyword(s):  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Workplace Violence ◽  
Citizenship Behavior ◽  
Teaching Staff ◽  
Leader Member Exchange ◽  
Member Exchange ◽  
The Relationship ◽  
Moderating Role

The present study investigated the moderating role of autonomy in the relationship among organizational citizenship behaviours, leader member exchange and workplace violence. Two hundred and twenty (220) non-teaching staff of Nnamdi Azikiwe University, Awka campus participated in the study. They comprised of 176 females and 44 males. Their age ranged from 22 to 53 years with their mean age of 33.1yearsand standard deviation of 5.7. Four instruments were adopted in the study, namely 12-item workplace violence scale developed by Wang (2002), 20-item organizational citizenship behavior scale developed by Spector, Fox, Goh, Brussema & Kessler (2012), 11-item leader member exchange scale developed by Graen and Taylor (2004). Correlational design was employed for the study. Pearson product moment correlation statistics and multiple regression were also employed as the statistical tool to test the 4 hypotheses generated. The results of the hypotheses tested showed that organizational citizenship behavior positively and significantly correlated with workplace violence (r=.88, P<.001), leader member exchange positively and significantly correlated with workplace (r=.82, P<.001), autonomy significantly moderated the relationship between organizational citizenship behavior and leader member exchange on workplace violence β(.-67, t= -5.15, p<.01)). Autonomy moderated the relationship between organizational citizenship behavior and leader member exchange β(-2.34; t= -5.57, p<.01). It was recommended that workers should be encouraged to imbibe citizenship behaviours in their workplaces. <p> </p><p><strong> Article visualizations:</strong></p><p><img src="/-counters-/edu_01/0770/a.php" alt="Hit counter" /></p>

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