The Interplay of Leadership Styles, Innovative Work Behavior, Organizational Culture, and Organizational Citizenship Behavior

Abstract

Leadership stains affect the follower’s performances regarding innovative work behavior, and a gap is found in leadership research in higher education, specifically in Pakistan. The basic purpose of this research is to point out the effect of leadership styles on innovative work behavior under the mediating and moderating roles of organizational culture and organizational citizenship behavior among the Head of the Departments (HODs) in higher education institutions (HEIs). A survey method has been carried out to collect data from 160 respondents to, further, verify how leadership styles of academic leaders affect employees’ performances in universities. The statistical study exposes a substantial positive effect of leadership styles on innovative work behaviors of employees highlighting mediating and moderating effects of organizational culture and OCB on such a relationship. This study carries various implications for prior research in both theoretical and practical fields, and its scope may also be enlarged, geographically or institutionally, to another context. This research uncovers the relationship of leadership styles and innovative work behavior in academic research, which has been ignored before in higher education of Pakistan.

Abusive leadership and employee commitment nexus: Conservation of resources theory perspective

“…The toxic/abusive leadership is found to be dishonest, disrespectful, withholding information and so forth (De Clercq et al, 2020;Khan et al, 2020;Kim, 2020) that are the intangible or non-physical behaviors. Keeping a focus on banks, Asrar-Ul-Haq and Kuchinke (2016) revealed leadership styles affecting bank employee's performance especially laissez-faire leadership style having an adverse effect on the performance outcomes effectiveness, satisfaction, and extra effort.…”

“…Supervisors practicing inequity dismantle the stability of the association between supervisors and subordinates. Disturbing affection, anxiety, and other uncooperative conditions trigger negative perspectives and behaviors (Khan et al, 2020), such as low job satisfaction and ultimately desire to leave the organization (De Clercq et al, 2020).…”

“…Employees' organization commitment has been defined as "the relative strength of an individual's identification with and involvement in a particular organization (Cherif, 2020). There is mounting evidence that advocates leadership styles to be positively correlated with organizational commitment (Khan et al, 2020). Lambert et al (2016) reported being successful service organizations depends on involved, satisfied, and committed workers.…”

“…Among various organizational studies, the literature identifies leadership behavior as a crucial determinant of employee commitment (Al-Hussami et al, 2018) as employees look up to their leaders for guidelines and model their leaders' work ethics. Therefore, leaders are believed to positively shape subordinates' work ethics and their work outcomes (Khan et al, 2020). However, there is a growing stream of research that delineates abusive leadership to be on the constant rise, adding to employees' mental distress and workplace deviance (Lopez et al, 2020) with calls from researchers (De Clercq et al, 2020;Khan et al, 2020;Lopez et al, 2020) to investigate contextual and cultural aspects along with other variables to understand the downside of unethical leadership on employee and organizational outcomes.…”

Predicting Organizational Citizenship Behavior among Universities’ Contractual Teaching Staff: A Developing Country Perspective

“…The findings of Eissa (2019) also shown that the employee with OCB characteristics will less likely to deviate from their jobs and be more associated with their job in the organization despite their other negative influencing factors. Furthermore, Khan (2020) examined that OCB is of vital importance that seems to dominate over other behaviors in an employee without any involvement of any rewards; even the employee considers his duty of being loyal and committed to the organization.…”