Perceived Organizational Politics, Leadership Style and Resilience: How Do They Relate to OCB, If at All?

Abstract

The present study examines the relationship between Perceived Organizational Politics (POP) and self-reported Organizational Citizenship Behavior (OCB) focusing on three mediating variables, transactional leadership, transformational leadership, and resilience. 210 employees from a variety of organizations and backgrounds completed a questionnaire containing standard measures of the study variables. Analysis of the data using Amos statistical package shows that OCB is significantly associated with POP, and that leadership styles and resilience significantly mediate this association. The results are discussed in terms of employees’ motivation to react to lack of perceived clarity, justice and fairness by enhancing their self-report of OCB engagement. Further research is needed to better understand the meaning of self-reported OCB.

Ethical leadership, organisational citizenship behaviours and social loafing: The mediating effect of perceived organisational politics

“…The lack of mutual vision and proper communication in departments, followed by demotivation, may discourage employees from carrying out extra-role behaviours such as OCBs, perceiving that these behaviours will damage the prospects of their position. Hence, a politicised environment instilled with selfpromotion activities will prevail (Tziner, Drory, & Shilan, 2021). Thus, we hypothesise the following:…”

“…Workplace organisational politics is a reality of the contemporary organisational setting. Organisational politics is usually distinguished as a negative phenomenon in which employees try to influence other members through formal organisational procedures or informal rules to realise individual or group self-serving objectives with no consideration for the welfare of the organisation or other members (Rosen & Hochwarter, 2014;Tziner, Drory, & Shilan, 2021). As a result of self-interest-oriented interventions, negative POP can give rise to imbalance and conflicts and can sometimes even damage subordinates' willingness to contribute to the common good in organisations.…”