Leader-member exchange and organisational citizenship behaviour: The mediating and moderating effects of role ambiguity

Zhang, Leigang; Jiang, Huaibin; Jin, Tiantian

doi:10.1080/14330237.2020.1721948

Cited by 17 publications

(12 citation statements)

References 34 publications

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“…The role of leadership in the development of employee performance, such as developing OCB and organizational effectiveness, in particular, has attracted greater research attention (Yammarino et al , 1993; Locander et al , 2002; Bass et al , 2003; Hsieh and Wang, 2015). A great deal of evidence has confirmed that effective leadership is positively associated with OCB (Mekpor and Dartey-Baah, 2020; Zhang et al , 2020). Studies linking leadership styles and OCB have examined the effect of transformational leadership (Nasra and Heilbrunn, 2015); ethical leadership (Yang and Wei, 2018); humble leadership (Ding et al , 2020); charismatic leadership (Babcock-Roberson and Strickland, 2010); servant leadership (Newman et al , 2017) and transactional leadership (Podsakoff et al , 1990; Suliman and Obaidli, 2013).…”

Section: Introductionmentioning

confidence: 99%

Authentic leadership and organizational citizenship behaviour: the role of psychological capital

Ramalu

Janadari

2020

IJPPM

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PurposeThe purpose of this paper is to examine the direct and indirect effects of authentic leadership on organizational citizenship behaviour (OCB) with the presence of psychological capital as a mediating factor.Design/methodology/approachThis quantitative research was conducted among 396 front-line employees in six public sector organizations in Sri Lanka. A survey method was employed to collect the data.FindingsIt was found that psychological capital partially mediates the relationship between authentic leadership and OCB. In other words, the relationship between authentic leadership and OCB is both direct and indirect, mediated though psychological capital.Research limitations/implicationsThe authenticity of leaders' conduct, psychological capabilities and the outcomes of the performance, are rooted in and reinforced by the culture of the particular organization; hence, the findings should be interpreted cautiously.Practical implicationsThe framework of the present study provides a guideline to the top management of the public sector in Sri Lanka to design leadership programs that can develop authentic leaders.Originality/valueThe direct and indirect relationships established between authentic leadership and psychological capital and OCB signifies the critical importance of authentic leadership in the development of psychological capital and OCB among employees.

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Section: Introductionmentioning

confidence: 99%

Authentic leadership and organizational citizenship behaviour: the role of psychological capital

Ramalu

Janadari

2020

IJPPM

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“…Some of the scholars who showed interests in OCB include Bateman and Organ (1983), Niehoff and Moorman (1993), Organ and Ryan (1995), Podsakoff et al (2000) and Mohammad et al (2011). Also, Teh Zhang et al (2020) have done work that involves OCB. Organ (1988) defined OCB as individual behaviour that is voluntary and exceeds expectations in the organisation and benefits the business.…”

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confidence: 99%

Exploring the Relationship Between Organisational Citizenship Behaviour and Affective Commitment: A Systematic Review

Machokoto¹

2020

IJAR

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This study established Two-Concept Theory out of the investigation of the relationship between Organisational Citizenship Behaviour (OCB) and Affective Commitment (AC). The researcher found that the relationship between these two concepts is significant in the body of literature. The study served to investigate the relationship between the two concepts (OCB) and (AC). The study employed a vigorous systematic review. The databases search were Academic Search Premier, Business Premium Collection, Business Source Complete and Google Scholar. Thirty studies were selected for consideration for this study, and content analysis was used to review the material. The findings highlighted that motivation, performance, leadership, job satisfaction, empowerment, trust, relationship, emotion, participation, engagement and outcomes. The researcher concluded that these words support the core relationship between the two concepts (OCB) and (AC), even though the terms are used interchangeably by many scholars. Also, these words support the Two-Concept Theory, and this theory is significant in the body of literature. Despite the limitations of this study, future researchers should consider this theory essential and has implications in practice.

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“…They identified that nurses with experience of less than a year were more stressed than their senior counterparts (Murat et al, 2020). Zhang et al (2020) found female nurses handling COVID-19 patients are higher in stress and depression. About Indian nurses, no such study seems to be available, and one can undertake further research.…”

Section: Study Limitations and Scope For Further Researchmentioning

confidence: 99%

“…Studies show healthy exchange with the leader in the form of positive LMX enhances the OCB of the nurses during the COVID-19 pandemic (Zhang et al , 2020).…”

Section: Introductionmentioning

confidence: 99%

A study on the effect of team support and emotional exhaustion on organizational citizenship behavior of nurses in COVID-19 pandemic: mediation by team commitments

Dasgupta

2022

IRJMS

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PurposeNurses need to display organizational citizenship behavior (OCB) for taking care of patients; uninterrupted care to coronavirus disease 2019 (COVID-19) patients in a stressful situation may result in emotional exhaustion and it hinders nurses' exercise of OCB. One perceives support when positive exchanges with team leaders and members (LMX) and team and members (TMX) take place for the benefit of self and the unit and lead to a feeling of commitment to the work team; the exchange facilitates the discharge of OCB. The study aims to explore the mediation effect of team commitments on the relationship between these factors with OCB of nurses in handling COVID patients.Design/methodology/approachThe cross-sectional exercise attempts to find the impact of emotional exhaustion, LMX and TMX on the OCB of the nurses and mediating effects of team commitments on OCB; correlation analysis and multiple regressions are in use for examining the relationships. The use of Sobel test and bootstrapping exercise confirm the mediation and consistency of mediation results on a larger sample.FindingsThe paper finds that LMX, TMX and team commitments significantly relate to OCB; emotional exhaustion negatively impacts OCB and team commitments fully mediate the relationship between emotional exhaustion and OCB and partially mediate the relation between LMX and TMX with OCB.Originality/valueTests demonstrate that team commitments can neutralize the effects of emotional exhaustion resulting from handling COVID-19 patients on OCB of the nurses and is an addition to organizational behavior literature. The study also presents a model that shows how positive LMX, TMX and resultant team commitments support generating OCB and offset the impact of emotional exhaustion. Theoretical and managerial implications, limitations and scope for further research discussed in the paper.

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Leader-member exchange and organisational citizenship behaviour: The mediating and moderating effects of role ambiguity

Cited by 17 publications

References 34 publications

Authentic leadership and organizational citizenship behaviour: the role of psychological capital

Authentic leadership and organizational citizenship behaviour: the role of psychological capital

Exploring the Relationship Between Organisational Citizenship Behaviour and Affective Commitment: A Systematic Review

A study on the effect of team support and emotional exhaustion on organizational citizenship behavior of nurses in COVID-19 pandemic: mediation by team commitments

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