Impact of prosocial motivation on organizational citizenship behavior: the mediating role of ethical leadership and leader–member exchange

Arshad, Muhammad; Abid, Ghulam; Torres, Francoise Venezia Contreras

doi:10.1007/s11135-020-00997-5

Cited by 34 publications

(45 citation statements)

References 77 publications

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“…Pakistan, being an emerging economic force, understands the importance of human resources development engaged in promoting the TVET sector in the country [ 3 ]. Prosocial employees are valuable resources for the country’s development [ 4 ] from the perspective of the TVET sector, where thousands of trainees are receiving technical and vocational skills. Previous research suggests that prosocial motivation, which refers to the desire to help others [ 5 ], has a positive impact on a number of work outcomes, such as the employee’s connection with the workplace [ 6 , 7 ], citizenship behavior [ 4 , 8 ], and organizational performance [ 9 ].…”

Section: Introductionmentioning

confidence: 99%

“…Prosocial employees are valuable resources for the country’s development [ 4 ] from the perspective of the TVET sector, where thousands of trainees are receiving technical and vocational skills. Previous research suggests that prosocial motivation, which refers to the desire to help others [ 5 ], has a positive impact on a number of work outcomes, such as the employee’s connection with the workplace [ 6 , 7 ], citizenship behavior [ 4 , 8 ], and organizational performance [ 9 ]. However, without managerial support, prosocial employees may not necessarily produce sustainable outcomes, and the achieved success may only be temporary and disappear over time.…”

Section: Introductionmentioning

confidence: 99%

“…Organizational citizenship behavior is the proactive discretionary behavior to voluntarily contribute to the organization [ 30 ] displayed by an individual. Previous research has explored the positive impact of prosocial motivation on employee discretionary behavior [ 4 ]. This study, however, is interested in investigating the impact of managerial support on the relationship between the employees’ prosocial motivation and their citizenship behavior in the context of the TVET sector.…”

Section: Introductionmentioning

confidence: 99%

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Impact of Prosocial Motivation on Organizational Citizenship Behavior and Organizational Commitment: The Mediating Role of Managerial Support

Arshad

Abid

Contreras

et al. 2021

EJIHPE

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This study, based on the conservation of resources (COR) theory, explores the impact of contextual variables, such as prosocial motivation, on employee discretionary behavior and organizational commitment. The mediating mechanism of managerial support at work defines the nature of the proposed relationships. Data from 303 administrative, instructional, and supervisory staff—predominantly male (95%) and with an average age of 30 years—working on Technical and Vocational Education and Training (TVET) for Pakistan’s public sector were collected and analyzed by employing SPSS version 24. Confirmatory factor analyses suggested a good fit model, while a correlation matrix provided a significant and positive effect of prosocial motivation on employee citizenship behaviour and organizational commitment. Managerial support mediated the relationship between prosocial motivation and the employees’ organizational commitment and citizenship behaviour. The theoretical and practical implications discussed in this study seek to guide the management area to promote managerial support for better outcomes. These outcomes have considerable tactical, statistical, and real-world inferences for the stakeholders of the TVET sector.

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Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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Impact of Prosocial Motivation on Organizational Citizenship Behavior and Organizational Commitment: The Mediating Role of Managerial Support

Arshad

Abid

Contreras

et al. 2021

EJIHPE

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“…In connection with leadership, it is significant to develop understanding of employee thriving at work, which refers to a positive psychosomatic state characterized by a shared sense of vivacity and learning [ 9 ]. The collaborative impact of effective leadership [ 10 ] and thriving individuals [ 11 ] plays an important role in the growth of an organization. Being forward-thinking and maintaining a competitive advantage are the keys to sustain the growth of an organization.…”

Section: Introductionmentioning

confidence: 99%

Impact of Authoritative and Laissez-Faire Leadership on Thriving at Work: The Moderating Role of Conscientiousness

Iqbal

Abid

Arshad

et al. 2021

EJIHPE

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This study empirically investigates the less discussed catalytic effect of personality in the relationship of leadership style and employee thriving at work. The growth and sustainability of the organization is linked with the association of leadership style and employee thriving at the worplace. The objectives of this study are to explore the impact of authoritative and laissez-faire leadership styles and the moderating role of the personality trait of conscientiousness on thriving in the workplace. A sample of 312 participants was taken from a leading school system with its branches in Lahore and Islamabad, Pakistan. The participants either worked as managers, teachers in headquarters, or school campuses, respectively. The regression results of the study show that authoritative leadership and conscientiousness have a significantly positive impact on thriving at work. Furthermore, conscientiousness moderates the relationship between laissez-faire style of leadership and thriving at work relationship. The findings of this study have theoretical implications for authoritative and laissez-faire leadership, employee conscientiousness, and managerial applications for the practitioners.

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“…In the Chinese organizational context, the ideas of “human society” and a “small circle culture” exist widely in organizations. 58 Workplace ostracism is a type of performance of “small circle culture”, and it is felt by employees in organizations to mainly come from leaders and colleagues. For leadership ostracism behavior, its damaging effects obviously exceed other sources of ostracism in the workplace due to the central position and authoritative image of leaders in organizations.…”

Section: Discussionmentioning

confidence: 99%

The Effects of Leaders’ Prosocial Orientation on Employees’ Organizational Citizenship Behavior – The Roles of Affective Commitment and Workplace Ostracism

Wang¹,

Yunyun²,

Zhou³

2021

PRBM

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Purpose According to leadership trait theory, leaders’ personality traits are stable factors in organizational situations and exert significant effects on employees’ organizational behaviors. However, studies related to this topic are very limited. In this study, from the leadership trait perspective and based on social identity theory and social exchange theory, the influencing mechanisms of leaders’ prosocial tendencies on affiliation-oriented and challenge-oriented organizational citizenship behaviors are investigated. Specifically, leadership prosocial tendency, affective commitment and workplace ostracism are selected as the independent variable, mediating variable and moderating variable, respectively. Methods The data collection is conducted in two stages in which the leader–employee pairing method is adopted. Ultimately, 347 valid questionnaires are collected from 73 teams. Later, the hierarchical regression analysis and bootstrap methods are used to test the study’s hypotheses. Results Leadership prosocial tendencies have significant positive effects on affective commitment (β = 0.282, p < 0.001), affiliation-oriented (β = 0.648, p < 0.001) and challenge-oriented organizational citizenship behaviors (β = 0.521, p < 0.001). There is a significant positive effect of affective commitment on affiliation-oriented (β = 0.103, p < 0.05) and challenge-oriented organizational citizenship behaviors (β = 0.122, p < 0.05). At the same time, the influence of leadership prosocial tendencies on affiliation-oriented (β = 0.619, p < 0.001) and challenge-oriented organizational citizenship behaviors (β = 0.487, p < 0.001) remains significant. In other words, affective commitment partially mediates the relationships between leaders’ prosocial tendencies and affiliation-oriented, challenge-oriented organizational citizenship behaviors. Workplace ostracism plays a negative moderating role between leaders’ prosocial tendencies and affective commitment (β = −0.098, p < 0.05). Furthermore, workplace ostracism can also mediate the mediating role of affective commitment with 95% bias-corrected confidence intervals [−0.146, −0.017] and [−0.114, −0.003]. Conclusion The results show that leaders’ prosocial tendencies have significant positive effects on both affiliation-oriented and challenge-oriented organizational citizenship behaviors. Affective commitment partially mediates the relationships between leaders’ prosocial tendencies and affiliation-oriented and challenge-oriented organizational citizenship behaviors. Workplace ostracism significantly negatively moderates the relationship between leaders’ prosocial tendencies and affective commitment. Moreover, the study verifies that the mediating effect of workplace ostracism on affective commitment has a significant moderating effect.

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Impact of prosocial motivation on organizational citizenship behavior: the mediating role of ethical leadership and leader–member exchange

Cited by 34 publications

References 77 publications

Impact of Prosocial Motivation on Organizational Citizenship Behavior and Organizational Commitment: The Mediating Role of Managerial Support

Impact of Prosocial Motivation on Organizational Citizenship Behavior and Organizational Commitment: The Mediating Role of Managerial Support

Impact of Authoritative and Laissez-Faire Leadership on Thriving at Work: The Moderating Role of Conscientiousness

The Effects of Leaders’ Prosocial Orientation on Employees’ Organizational Citizenship Behavior – The Roles of Affective Commitment and Workplace Ostracism

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