Cultivating employees’ communal relationship and organizational citizenship behavior through authentic leadership: studying the influence of procedural justice

Abstract

BackgroundLeaders play vital role in organization to accomplish organizational goals and establish healthy working environment. This study addresses the effect of authentic leadership on employees’ communal relationship and organizational citizenship behavior (OCB). In addition, this research also examines how procedural justice augments the effect of authentic leadership on both aforementioned employees’ behavioral outcomes.Materials and methodsUsing a cross-sectional design, data were collected from 425 employees working in banking sector of Pakistan. It was hypothesized that authentic leadership would positively predict employees’ communal relationship and OCB. Furthermore, we also assumed that procedural justice will strengthen the relationship between authentic leadership, both behavioral outcomes, that is, employees’ communal relationship and OCB.ResultsAnalyses reveal that authentic leadership positively predicts employees’ communal relationship and OCB. In addition, procedural justice was found to positively moderate the effect of authentic leadership on employees’ communal relationship and OCB.ConclusionTo our knowledge, this is the first study to investigate the relationships among authentic leadership, procedural justice, communal relationship, and OCBs in the South Asian context. This is the first study to report the moderating role of procedural justice in the relationship between authentic leadership and communal relationship and OCB. The practical implications of study findings and direction for future research are discussed.

The Impact of Authentic Leadership on Organizational Citizenship Behaviors: The Mediating Role of Affective‐ and Cognitive-Based Trust

“…The current study filled this gap by examining the association between authentic leadership and followers’ OCBs in the context of the private banking sector of a developing country, Pakistan. In addition, in line with our expectations and previous research findings ( Walumbwa et al, 2008a ; Joo and Jo, 2017 ; Iqbal et al, 2018 ), the current study findings indicate a positive association between authentic leadership and followers’ OCBs supporting Hypothesis 1. Moreover, in line with our expectation, authentic leadership is found positively associated with affective-based trust and cognitive-based trust supporting our Hypotheses 2 and 3.…”

“…Besides, Walumbwa et al (2010) reported a significant positive influence of authentic leadership on followers' OCBs in a telecom sector of China. In addition, Iqbal et al (2018) found a positive association between authentic leadership and employees' OCBs among the employees of the banking sector in Pakistan. Leadership translates proactive behaviors by providing specific directives and encouraging followers to cooperate by engaging in extra-role behaviors (Tyler, 2001;Wang and Hsieh, 2013).…”

“…In addition, a plethora of leadership studies have indicated differential effects at both group and individual levels (Dansereau et al, 1999;Waldman and Yammarino, 1999). Similarly, understanding the vital role of authentic leadership at the workplace, several investigations have been conducted on analyzing the positive association between authentic leadership and OCBs (Valsania et al, 2012;Joo and Jo, 2017;Iqbal et al, 2018). This study also aimed to examine the authentic leadership behavior and its effect on employees' OCBs in the context of the banking sector of Pakistan.…”

Transformational leadership and employee communication behaviors: the role of communal and exchange relationship norms

“…Leaders act as representatives of an organization; thus, their treatment of their followers tends to determine how employees feel about the organization as a whole (Men, 2014). Therefore, leader behaviors likely affect the extent to which employees are willing to follow either an exchange or communal relationship norm with their company (Iqbal et al , 2018).…”

Sustainable development challenges in a war‐torn country: Perceived danger and psychological well‐being

“…We are aware that social support from coworkers cannot protect employees against threats of terrorism but having such support from peers is crucial in shaping a sense of wellness, good health, and good fortune. Social support from colleagues (coworkers, managers, and leaders) in the challenging working conditions of Afghanistan is a step toward establishing a healthy working environment for all (Iqbal et al, ).…”