The cost of going the extra mile: the relationship between teachers’ organizational citizenship behavior, role stressors, and strain with the buffering effect of job autonomy

Somech, Anit

doi:10.1080/13540602.2015.1082734

Cited by 40 publications

(29 citation statements)

References 65 publications

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“…Therefore, employees who work under ethical leadership face higher expectations in terms of work engagement and organizational citizenship behavior (Bedi et al, 2016). However, employees' active participation in organizational citizenship behavior is accompanied by overloaded workload (Deery et al, 2016) and more complex work arrangements (Somech, 2015), such as whether they can complete the tasks related to organizational citizenship behavior on time and in sufficient quantity. This makes employees believe that completing organizational citizenship behaviors according to leaders' expectations poses a potential threat to them because of the inherent uncertainty (Rodell and Judge, 2009).…”

Section: Ethical Leadership and Organizational Citizenship Anxietymentioning

confidence: 99%

Can Ethical Leadership Improve Employees’ Well-Being at Work? Another Side of Ethical Leadership Based on Organizational Citizenship Anxiety

Long

Liu

2020

Front. Psychol.

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Most of the previous literature has focused on the positive effects of ethical leadership on organizations and employees, but some studies have unexpectedly found that ethical leadership is negatively related to employees' well-being at work. Based on the theory of workplace anxiety, this research explored whether ethical leadership can reduce employees' well-being at work by causing them to feel anxious about organizational citizenship behavior and whether organizational concern motivation moderates this mechanism. We collected 227 three-stage time-crossed data samples from 12 institutions in Hainan China, then tested our research hypotheses to confirm that ethical leadership has a negative impact on employees' well-being at work under certain conditions. We found that: (1) ethical leadership is significantly and positively correlated with the organizational citizenship anxiety perceived by employees, (2) organizational citizenship anxiety perceived by employees plays a completely mediating role between ethical leadership and employee well-being at work, and (3) organizational concern motivation not only negatively moderates the negative correlation between employees' organizational citizenship anxiety and well-being at work, but also further moderates the indirect negative effect of ethical leadership on employee well-being at work through organizational citizenship anxiety.

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Section: Ethical Leadership and Organizational Citizenship Anxietymentioning

confidence: 99%

Can Ethical Leadership Improve Employees’ Well-Being at Work? Another Side of Ethical Leadership Based on Organizational Citizenship Anxiety

Long

Liu

2020

Front. Psychol.

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“…Furthermore, prosocial orientation may differ across persons and positions. It has been shown that prosocial behaviour such as organisational citizenship behaviour can include different orientations, for example, towards individual, towards colleagues and towards the organisation (Somech, 2016). Thus, the orientation of prosocial motivation may have several possible competing levels, such as towards students, colleagues, and towards the school as an organisation.…”

Section: Limitations and Future Researchmentioning

confidence: 99%

Prosociality as a mediator between teacher collaboration and turnover intention

Yada

Räikkönen

Imai-Matsumura

et al. 2019

IJEM

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Purpose The purpose of this paper is to investigate the mediating role of prosociality, which is defined in terms of helping and benefitting others, between teacher collaboration and their turnover intentions. Prosociality was measured as prosocial impact and prosocial motivation. Design/methodology/approach This study was conducted through a cross-sectional survey of 260 elementary and junior high school teachers in Japan. A structural equational model was employed to examine the mediating roles of prosocial impact and prosocial motivation in the relationships between teacher collaboration and their turnover intention. Findings The results, first, supported the hypotheses: the high perception of teacher collaboration in school predicted high perceived prosocial impact; high perceived prosocial impact predicted high perceived prosocial motivation; and high perceived prosocial motivation predicted decreased turnover intention. Second, results supported partial mediating roles of prosocial impact and prosocial motivation between teacher collaboration and turnover intention. Research limitations/implications Limitations of this study include cross-sectional data that may limit the potential for causal inferences, and self-report data. Future studies should incorporate alternative designs. Practical implications Results indicate that teacher collaboration contributes to less teacher turnover intention via prosociality. Thus, to enhance teachers’ prosocial impact, more opportunities to realise their collaboration should be considered. Originality/value This is the first study to explore the relationships between teacher collaboration and turnover intention in educational organisations with prosociality, which resides as core goals and objectives of teachers.

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“…Promotion of teachers' educational inspiration and reduction of their prosocial extra-role performances might be implemented for example, by clearer cut and explicit work descriptions and expectations of in-role vs. extra-role performances within the national educational system programs. Here, increased job autonomy of teachers should also be promoted since it might buffer the negative effects of prosocial extra-role performances (see Vigoda-Gadot, 2007 ; Klusmann et al, 2008 ; Somech, 2016 ).…”

Section: Discussionmentioning

confidence: 99%

Teachers' Personal and Collective Work-Identity Predicts Exhaustion and Work Motivation: Mediating Roles of Psychological Job Demands and Resources

et al. 2020

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The aim of this study was to investigate the mediating roles of teachers' psychological job demands and resources regarding personal and collective work-identity, respectively, and exhaustion and self-determined work motivation, respectively. A total of 2,905 members of a Swedish teacher's trade union received an online questionnaire by e-mail; 768 individuals answered the questionnaire and so participated in this study. The data were obtained by self-reported measures (e.g., emotional and cognitive components of work-identity, psychological job demands and resources, exhaustion and work motivation) and analyzed by mediation regression analyses. The results showed that teachers' psychological job demands (prosocial extra-role performance) mediated relationships between cognitive personal work-identity and emotional collective work-identity, respectively, and exhaustion. Teachers' psychological job resources (educational inspiration) mediated relationships between emotional personal work-identity and cognitive collective work-identity, respectively, and self-determined work motivation. Thus, teachers might be disadvantaged by stronger personal work-related thinking and collective work-related feeling when related to exhaustion, to some extent accounted for by psychological job demands, and they might find advantage in stronger personal work-related feeling and collective work-related thinking when related to work motivation, to some extent accounted for by psychological job resources.

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The cost of going the extra mile: the relationship between teachers’ organizational citizenship behavior, role stressors, and strain with the buffering effect of job autonomy

Cited by 40 publications

References 65 publications

Can Ethical Leadership Improve Employees’ Well-Being at Work? Another Side of Ethical Leadership Based on Organizational Citizenship Anxiety

Can Ethical Leadership Improve Employees’ Well-Being at Work? Another Side of Ethical Leadership Based on Organizational Citizenship Anxiety

Prosociality as a mediator between teacher collaboration and turnover intention

Teachers' Personal and Collective Work-Identity Predicts Exhaustion and Work Motivation: Mediating Roles of Psychological Job Demands and Resources

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