Leadership Self-Efficacy, Change Oriented Behavior and Organizational Citizenship Behavior: The Moderating Effect of Experience

Adewale, Adebayo Saheed; Jamil, Hazri; Khadijah, Adebayo-Shittabey

doi:10.5430/ijhe.v8n4p36

Cited by 7 publications

(9 citation statements)

References 26 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…Thus, the seventh hypothesis is accepted. It is known that the results of this study are in line with previous researchs which have confirmed that self-efficacy leads to OCB [ 26 , 47 , 48 ]. The results of this study indicate that officers in the seven prisons in Nusakambangan who have high self-efficacy tend to be more confident because they believe he can complete his work, then they will dare to take action and maximize their abilities, including leading to a willingness to do work outside of their obligations such as OCB.…”

Section: Resultssupporting

confidence: 92%

“…Theory of JSE which is known that individuals with JSE will be able to influence the goals [ 25 ] that individuals choose for themselves; the level of commitment shown by workers to work; and attitudes toward learning and handling complex tasks [ 26 ]. In line with the COR theory, self-efficacy will act as a resource in times of organizational change, which in turn increases changes in attitudes and supportive behavior [ 14 ].…”

Section: Literature Reviewmentioning

confidence: 99%

“…Furthermore, individuals with high JSE will dare to take risks and maximize their ability to work, including leading to a willingness to do work outside of their obligations such as OCB [15]. Previous studies have confirmed that JSE leads to OCB [26,47,48].…”

Section: H6 Job Satisfaction Affects Organizational Citizenship Behaviormentioning

confidence: 99%

See 2 more Smart Citations

Triple mediation of attitude to bridge transformational leadership on organizational citizenship behavior

et al. 2023

View full text Add to dashboard Cite

This study was conducted to determine the Organizational Citizenship Behavior (OCB) of correctional officers at the Super Maximum-Security Prison in Indonesia which is influenced by Transformational Leadership (TL) either directly or indirectly through Affective Organizational Commitment (AOC), Job Satisfaction (JS) and Job Self-Efficacy (JSE). This research was conducted on 224 prison officers as a sample size. Data was collected by means of a questionnaire distributed via Google Form. Robustness was built in two stages; the first stage was through a try out of research instruments and the second stage was through data collection which was done with the time lagged method. Furthermore, the data were analyzed using Structural Equation Modeling (SEM) with the help of AMOS 24 software. The results of this study indicate that triple mediation consisting of AOC, JS and JSE fully mediates the effect of TL on OCB. The novelty of this research lies in the role of triple mediation as the focuses of the study. Furthermore, the triple mediation has been proven to fully mediate the effect of TL on OCB thus may serve as empirical evidence that contribute to theoretical and practical developments in the fields of Human Resource Management and Organizational Behavior.

show abstract

Section: Resultssupporting

confidence: 92%

Section: Literature Reviewmentioning

confidence: 99%

See 1 more Smart Citation

Triple mediation of attitude to bridge transformational leadership on organizational citizenship behavior

et al. 2023

View full text Add to dashboard Cite

show abstract

“…In a survey by Osipova and Ayupora as mentioned by Adewale, et al (2019), the level of change management awareness and the relationship between the application of the change management tool and the successful implementation of innovative processes were discussed. The survey results provided proved that there is a relationship between the two and this can be used to boost project efficiency.…”

Section: Change Managementmentioning

confidence: 99%

Organizational Resilience and Change Management: Inputs to Management Effectiveness

Flores¹

2022

IJRSI

View full text Add to dashboard Cite

Management effectiveness influences the overall performance of an organization. This may be shown by achieving organizational goals and employee satisfaction even when change occurs. Organizational changes may involve changes in an organization’s structure and strategy that may be planned in advance or may be implemented because of a sudden shift in the environment. Alongside dealing with these distractions, change management helps an organization to implement strategies for inducing change, controlling change, and helping employees to adapt to change. The organization understudy is the Department of Trade and Industry Laguna Provincial Office (DTI Laguna). This study describes organizational resilience and change management as inputs to management effectiveness. More specifically, it determines the assessment in organizational resilience in terms of capital resilience, strategic resilience, cultural resilience, relationship resilience, and learning resilience and the assessment in change management in terms of project management and corporate culture. Likewise, it determines if there is a significant relationship between assessment in organizational resilience and change management. Moreover, it proposes an action plan based on significant findings as inputs to management effectiveness. The study uses a quantitative method of research to gather information on organizational resilience and change management. The entire population of the organization understudy is small; thus, the participants of the study are all 62 employees of DTI Laguna, including the management and support staff. The data gathering instrument is divided into three major parts (profile of the respondents, a questionnaire on organizational resilience using a 4-point Likert scale, and a questionnaire on change management using a 4-point Likert scale) and is tested for reliability using Cronbach’s alpha. An online survey tool (Google Forms) is used to gather the information. The results are analyzed by a trained statistician using Statistical Package for the Social Sciences tool for frequency distribution and percentages, weighted mean, and ANOVA. Based from the results, the employees agree on the assessment in organizational resilience in terms of capital resilience, strategic resilience, cultural resilience, and learning resilience. Employees strongly agree on the assessment in organizational resilience in terms of relationship resilience. There is a significant difference between assessment in organizational resilience in terms of strategic resilience, cultural resilience, relationship resilience, and learning resilience when grouped to length of service. There is a significant difference between assessment in organizational resilience in terms of capital resilience, strategic resilience, cultural resilience, and learning resilience when grouped to monthly income. Moreover, based from the results, employees agree on the assessment in change management in terms of project management and corporate culture. Corporate culture was ranked first. There is a significant difference between assessment in change management in terms of project management and corporate culture when grouped to length of service and monthly income. There is a significant relationship between assessment in organizational resilience in terms of capital resilience, strategic resilience, cultural resilience, relationship resilience, and learning resilience and assessment in change management in terms of project management and corporate culture. The researcher recommends that the Office of the Provincial Director may want to increase connections with employees by devising online bulletin boards wherein employees’ thoughts (pulse survey perhaps) may be posted. Also, they may want to organize an in-house “mentor me” program wherein an open communication may be facilitated between the management and the employees. The quality management team may want to revisit the implementation of monthly staff meeting and quarterly management reviews to maintain management effectiveness. The Administrative and Finance Management Unit may want to further improve the level of trust of employees to the management by devising an online shared portal of status of funds that is to be updated from time to time. Future researchers may do a similar study or may use other variables not included in this study. More so, they may want to compare two or more government agencies to know if they will come up with the same results.

show abstract

“…A variety of experiences are thought to influence self-efficacy beliefs including mastery experiences (previous experiences), vicarious experiences (observing others' experiences), social persuasions (influence through communications with significant others), or affective or physiological influences (Bandura, 2006). Since older directors had lower self-efficacy scores in this study, older dietetics directors may need more encouragement and reinforcement in their abilities to overcome FEM obstacles or they may be more skeptical about implementing a new program based on previous experiences (Adewale, Jamil, & Khadijah, 2019). Further research would be necessary to understand mediating variables of director self-efficacy regarding FEM implementation.…”

Section: Self-efficacymentioning

confidence: 87%

Perceptions of cost categories and benefits of implementing Future Education Model in dietetics

Millikan¹

View full text Add to dashboard Cite

show abstract

Leadership Self-Efficacy, Change Oriented Behavior and Organizational Citizenship Behavior: The Moderating Effect of Experience

Cited by 7 publications

References 26 publications

Triple mediation of attitude to bridge transformational leadership on organizational citizenship behavior

Triple mediation of attitude to bridge transformational leadership on organizational citizenship behavior

Organizational Resilience and Change Management: Inputs to Management Effectiveness

Perceptions of cost categories and benefits of implementing Future Education Model in dietetics

Contact Info

Product

Resources

About