Moving beyond the mechanistic structures: The role of inclusive leadership in developing change‐oriented organizational citizenship behaviour

Younas, Amjad; Wang, Daoping; Javed, Basharat; Zaffar, Muhammad Adeel

doi:10.1002/cjas.1586

Cited by 23 publications

(24 citation statements)

References 94 publications

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“…Brown and Creegau, 2008) as well as higher levels of commitment to change (Neubert and Cady, 2001). Likewise, Younas et al. (2021) suggest that inclusive leadership is positively related to change-oriented organizational citizenship behavior.…”

Section: Theoretical Backgroundmentioning

confidence: 99%

“…, 2010). For example, Younas et al. (2021) quite recently have found that inclusive leadership is positively associated with change-oriented organizational citizenship behavior.…”

Section: Introductionmentioning

confidence: 99%

“…Even more surprising is the fact that rather few have expanded upon the role of inclusive leaders, given that they perceive their role in terms of involvement, support and assistance as well as that they offer their employees the necessary resources, freedom, independence and discretion to work efficiently (Carmeli et al, 2010). For example, Younas et al (2021) quite recently have found that inclusive leadership is positively associated with changeoriented organizational citizenship behavior. There is a dearth of empirical research regarding how inclusive leadership may affect employees' participation during change and consequently the factors that may affect this critical relationship.…”

Section: Introductionmentioning

confidence: 99%

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Exploring the inclusive leadership and employee change participation relationship: the role of workplace belongingness and meaning-making

Katsaros

2022

BJM

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PurposeBy drawing on the need to belong theory, the paper aims to propose a moderated mediation model to examine the role of workplace belongingness and meaning-making in the positive relationship between inclusive leadership and employee change participation.Design/methodology/approachParticipants were 155 employees from 31 teams from a branch of a multinational pharmaceutical company located in an EU country. The company faces constant legal, regulatory and technology-related changes after the coronavirus disease 2019 (COVID-19) pandemic outbreak. Data were collected in three waves, approximately three weeks apart between March 2020 and May 2020. To test the mediating effect of workplace belongingness were performed first – a series of regression analyses – and second, bootstrapping to assess the statistical significance of the indirect effect (Preacher and Hayes, 2008).FindingsWorkplace belongingness mediates the relationship between inclusive leadership and employees change participation. Further, the research findings provide support that meaning-making moderates the relationship between workplace belongingness and change participation as well as the indirect relationship between inclusive leadership and change participation through workplace belongingness such that the positive relationships are stronger when meaning-making is higher.Practical implicationsThe results indicate that should leaders and change management practitioners manage to influence positively employees' workplace belongingness by employing inclusive practices and procedures; leaders and change management practitioners will increase the level of participation during change and further the results note from an applied perspective the importance of mean-making as a facilitating factor during change in organizational settings. Relevant suggestions are made.Originality/valueThe findings provide new insights into how inclusive leadership and workplace belongingness can affect employees' change participation. Further, the research findings note the significant moderating role of meaning-making regarding both the relationship between workplace belongingness and change participation as well as the indirect relationship between inclusive leadership and change participation through workplace belongingness.

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Section: Theoretical Backgroundmentioning

confidence: 99%

“…, 2010). For example, Younas et al. (2021) quite recently have found that inclusive leadership is positively associated with change-oriented organizational citizenship behavior.…”

Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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Exploring the inclusive leadership and employee change participation relationship: the role of workplace belongingness and meaning-making

Katsaros

2022

BJM

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“…, 2018; Tran and Choi, 2019). However, despite emerging empirical support, thus far, research has remained elusive on the mechanism linking inclusive leadership to prosocial behaviors such as OCB (Shore and Chung, 2022; Younas et al. , 2021).…”

mentioning

confidence: 99%

Needs before deeds: psychological need satisfaction as a mechanism linking inclusive leadership to organizational citizenship behavior

Sedlářík,

Bauwens,

van Engen

2023

LODJ

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PurposeDrawing upon self-determination theory (SDT) and the proactive motivation model, this study examined how inclusive leadership is related to organizational citizenship behavior (OCB) through psychological need satisfaction (PNS).Design/methodology/approachData were collected from a large Dutch private company in the financial sector (N = 264) and analyzed using structural equation modeling (SEM).FindingsInclusive leadership positively influenced all three PNS dimensions (autonomy, competence and relatedness). Both autonomy and relatedness fully mediated the relationship between inclusive leadership and OCB. However, this was not the case for competence, although additional analyses revealed the serial mediation of all three PNS dimensions.Originality/valueBy highlighting the mediating role of PNS, this study contributes to the inclusive leadership literature by helping unravel the underlying process through which leaders influence team outcomes. The findings emphasize the importance of inclusive leaders in satisfying employees' individual psychological needs, so that they can redirect their attention toward prosocial behaviors.

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“…Employee resilience as a moderator between job crafting and change-oriented OCB Past literature examined a set of contextual predictors that influence change-oriented OCB (e.g.,Chiaburu et al, 2022;L opez-Dom ınguez et al, 2013;Younas et al, 2021). However, existent literature shows minimal studies that investigated the potential psychological mechanisms through which contextual factors influence employees' change-oriented OCB.…”

mentioning

confidence: 99%

Individual-focused transformational leadership and change-oriented organizational citizenship behavior: mediating and moderating mechanisms of job crafting and employee resilience

Malik¹

2023

JOEPP

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PurposeDrawing on the transformational leadership theory, this study empirically tests the relationship between individual-focused transformational leadership (IFTL) (i.e. individualized consideration and intellectual stimulation) and change-oriented organizational citizenship behavior (Ch-OCB), proposing the mediating mechanism of job crafting. Also, this study examines the moderating role of employee resilience on the relationship between job crafting and Ch-OCB.Design/methodology/approachA nested data model using a 4-wave time-lagged sample of 210 employees–supervisors dyads from Indian information technology (IT) organizations was tested using hierarchical linear modeling.FindingsThe study results showed a significant association between IFTL and Ch-OCB. Furthermore, job crafting mediated the relationship between IFTL and Ch-OCB. Additionally, the findings indicate that the positive relationship between job crafting and Ch-OCB was found to be stronger when employee resilience levels were higher.Practical implicationsThe study offers significant practical implications to managers, counselors and human resource management (HRM) practitioners for stimulating Ch-OCB. The study findings would aid HRM practitioners in designing individualized-oriented leadership programs to encourage employees to exhibit proactive job-crafting behavior, further augmenting Ch-OCB.Originality/valueThis paper adds to the existing transformational leadership literature by proposing new pathways through which IFTL stimulates job crafting, further leading to enhanced Ch-OCB. Mainly, research studies need to shed more light on leadership characteristics that influence employees' proactive and adaptive work behavior, i.e. job crafting and Ch-OCB. Essentially, this study examined the underlying mechanism through which IFTL relates to employees' Ch-OCB.

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Moving beyond the mechanistic structures: The role of inclusive leadership in developing change‐oriented organizational citizenship behaviour

Cited by 23 publications

References 94 publications

Exploring the inclusive leadership and employee change participation relationship: the role of workplace belongingness and meaning-making

Exploring the inclusive leadership and employee change participation relationship: the role of workplace belongingness and meaning-making

Needs before deeds: psychological need satisfaction as a mechanism linking inclusive leadership to organizational citizenship behavior

Individual-focused transformational leadership and change-oriented organizational citizenship behavior: mediating and moderating mechanisms of job crafting and employee resilience

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