Organizational Citizenship Behaviors as Influenced by Supervisor Communication: The Role of Solidarity and Immediate Behaviors

Abstract

The purpose of this study was to assess the influence of supervisors' immediate behaviors and solidarity on subordinates' loyalty, obedience, and participation (i.e., organizational citizenship behaviors). A model was predicted in which supervisors' immediate behaviors and solidarity indirectly induced subordinates' organizational citizenship behaviors through the mediation of perceived immediacy. Methods: Electronic questionnaires were disseminated through social media. A total of 228 participants completed the questionnaire, representing a variety of occupations and supervisor communicative styles. Results: Each unidimensional measurement model was first subjected to a confirmatory factor analysis. The relationships between all variables were tested through Pearson correlations and were found to be both statistically significant and positive. Then, the data were analyzed through structural equation modeling. The data supported a path model in which perceived immediacy mediated supervisors' solidarity and immediate behaviors as influence of subordinates' loyalty. The mediation paths, however, were not supported for participation and obedience. Conclusions: It is speculated that mediation was not observed in the obedience and participation paths because not engaging in these two organizational citizenship behaviors can have indirect consequences for subordinates, whereas loyalty is truly altruistic. It was concluded that supervisor solidarity and immediate behaviors can be practiced and refined to enhance the workplace climate, increasing loyalty in subordinates.

The Link Between Supervisor-Subordinate Computer-Mediated Immediate Behaviors and Organizational Identification in U.S., English, and Australian Organizations

“…The current study also considers immediate behaviors in an understudied channel. Utilizing supervisors’ perceived CMIB, this study found similar results to those of Kelly and Westerman (2014) and Kelly et al (2018) who explored supervisor nonverbal immediate behaviors and perceived immediacy in face-to-face contexts. Given recent findings in the classroom that CMIB may influence receivers differently than nonverbal immediate behaviors (Gaytan et al, in press), it is encouraging to see the positive connection between supervisor communication and organizational identity despite the geographic dispersion caused by the pandemic.…”

“…Such CMIB include responding to messages quickly and addressing individuals by name (Kelly et al, 2010). It is possible that though supervisor nonverbal immediate behaviors have been found to positively influence subordinate variables such as loyalty (Kelly et al, 2018), burnout (Kelly & Westerman, 2014), and other workplace emotions (Jia et al, 2017), CMIB may not be similarly influential. Recently Gaytan et al (in press) found that although instructor nonverbal immediate behaviors inoculated students against writing apprehension in the face-to-face classroom (c.f., Kelly & Gaytan, 2020), instructor CMIB in the online classroom did not influence students’ writing apprehension.…”

“…Recent research on immediacy, including both immediate behaviors and perceived immediacy, has spanned classroom and organizational settings. Within the U.S. organizational context, supervisor nonverbal immediate behaviors have been found to reduce subordinate burnout (Kelly & Westerman, 2014) and increase loyalty to the organization through the mediation of perceived immediacy (Kelly et al, 2018). Studies focusing on just immediate behaviors in the workplace have found subordinates have higher liking (Hinkle, 2001), positive emotional experiences (Jia et al, 2017), and satisfaction in the workplace (Teven, 2007) when their supervisors regularly use immediate behaviors.…”

The Effect of Instructors’ Immediate Behaviors and Clarity on Student Writing Apprehension

“…These included behaviors such as smiling, making eye contact, and using paralinguistics in conversation. Since the identification of immediate behaviors, researchers have identified numerous benefits of communicators engaging in these immediate behaviors during communication in health, organizational, interpersonal, and instructional contexts (Arbaugh, 2001;Baringer & McCroskey, 2000;Jia, Cheng, & Hale, 2017;Kelly, Graham, MacDonald, & Goke, 2018;Kelly & Westerman, 2014;Richmond & McCroskey, 2000;Richmond, Smith, Heisel, & McCroskey, 2001).…”

A Review of Organizational Relationship Quality, Trust, Commitment and Lecturers’ Perceived Performance in Institution of Higher Learning

“…However, it is not easy to inculcate due to the organizational hierarchy. The reality states that the power to initiate change in the formal work culture and to influence more apparent change in relational outcomes is only given to the superiors (Kelly & McDonald, 2019;Kelly et al, 2018). When managers act distant with their employees, the employees feel the need to keep their heads down in fear of increasing that distance (Milliken, Morrison, & Hewlin, 2003).…”