The effects of transformational leadership on organisational citizenship behaviour: the role of organisational justice and affective commitment

Effect of leadership styles on turnover intention among staff nurses in private hospitals: the moderating effect of perceived organizational support

Leadership styles have often been proven to support employees in performing their duties better and with more efficiency while enabling them to have extended organizational tenures. Staff nurses are an essential resource of hospitals to ensure proper administration and quality patient health care. The study aims to determine how transformational and authentic leadership styles affect the staff nurses' turnover intention in private hospitals. In addition, it also finds the moderating effect of perceived organizational support. An explanatory quantitative research design with a cross-sectional investigation and a stratified sampling strategy was used for the study. Data from 296 nurses from the eight chosen private hospitals in the Kingdom of Bahrain were gathered using a questionnaire with 24 items. Smart-PLS was employed to conduct PLS-SEM (partial least squares structural equation modeling) to measure direct and indirect effects. The result indicates that transformational, authentic leadership styles and perceived organizational support significantly negatively affect nurses' turnover intention. The study confirms the negative moderating effect of perceived organizational support between transformational leadership and turnover intention and the positive moderating effect of perceived organizational support between authentic leadership and turnover intention. Managers should concentrate on the leadership style to avoid its impact on turnover intention. By considering human resource practices such as communication and training strategies to cope with the negative effect of turnover intention, organizations can enhance employee engagement, improve job satisfaction, and foster a more stable and productive work environment. The present research revealed the adverse impact of turnover intention within hospitals by examining its association with leadership styles. The research made a significant contribution to the existing literature by delving into the impact of leadership styles on turnover intention, focusing on the moderating effect of perceived organizational support. The study's findings shed light on the intricate relationship between leadership practices and employee turnover, providing valuable insights for both scholars and practitioners in the field. The study used a cross-sectional design to collect data and ensured the absence of standard method variance. The research enhanced the social dominance theory (SDT) by examining how perceived organizational support moderates the relationship between leadership styles and turnover intention.

Do psychological capital and transformational leadership make differences in organizational citizenship behavior?

This research is proposed to determine factors affecting organizational citizenship behavior (OCB), tested on counselors, totaling 156 respondents. This study applied three waves in data collection with an interval of 30 days and a multigroup analysis to validate OCB. The analysis technique used is the Structural Equation Modeling (SEM) method using the IBM SPSS AMOS v26. The results showed that transformational leadership and psychological capital could, directly and indirectly, influence OCB and substantially affect work engagement as the mediator. Furthermore, male counselors with OCB were more dominantly influenced by work engagement, whereas female counselors were by transformational leadership. The results of this study can be used as a basis for policy recommendations by organizational management, especially organizations in the public service. This research has strengthened the empirical foundation on voluntary extra-role behavior and initiatives that can improve organizational effectiveness. This behavior can be manifested by strengthening psychological capital, transformational leadership, and work engagement.

Cross-Level Influence of Group-Focused Transformational Leadership on Organizational Citizenship Behavior among Chinese Secondary School Teachers

The organizational citizenship behavior of teachers holds paramount significance in elevating school organizational effectiveness and sustaining competitive advantage. To address this, this study examines the cross-level influence of group-focused transformational leadership on organizational citizenship behavior among secondary school teachers. This exploration includes investigating the mediating role of individual-level psychological contract fulfillment and the moderating impact of group-level collectivism. An empirical investigation involving 1162 secondary school teachers in China was designed for this purpose. The results demonstrate that group-focused transformational leadership significantly positively impacts teachers' organizational citizenship behavior. Moreover, this relationship is positively moderated by collectivism at the group level, suggesting a stronger effect of transformational leadership on organizational citizenship behavior in more collective-oriented groups. Additionally, the findings reveal that psychological contract fulfillment at the individual level mediates this cross-level relationship, providing evidence for its role in translating leadership's influence to organizational citizenship behavior. The findings underscore the significance of concentrating on group-focused transformational leadership, cultivating a collectivist atmosphere, and guaranteeing the fulfillment of psychological contracts as pivotal strategies for bolstering organizational citizenship behavior among teachers.

Organizational behavior from the perspective of methodological isomorphism

Background: As an interdisciplinary research area at the interface of management theory, psychology, sociology, social anthropology, and cultural studies, organizational behavior (OB) still lacks a clear definition, whereas its status and scope have not been precisely determined. Some experts believe that the knowledge of all possible instances of OB and its constant improvement is the key to the proper calibration of management techniques, organizational dynamics, and more active staff. Others stress that OB has lost its significance and authority as an academic discipline. Purpose: The goal of the research is to develop an approach that complements and further develops concepts comprising OB theory as regards the identification of micro-, meso-, and macro-organizational behavior actors - individuals, groups, teams, the organization itself, and its external stakeholders. Study design/methodology/approach: The authors provide a solid framework for the principle of methodological isomorphism and its application to the indicators of OB - measures of organizational actions. Further, a possibility for the methodological integration of tools for managing the OB of all categories of actors is demonstrated. Findings/conclusions: An original definition of OB management is offered and justified. The focus is on the strategic context of efforts to improve OB. A strategy map used in OB management is provided as an illustration. It is concluded that the sustainable success of an organization heavily depends on how stakeholders (actors) perceive the efforts of the management to enhance working conditions and the organizational culture of the work environment, as well as to strengthen the market leadership of the organization. Limitations/future research: The research limitations lie in the scope of methodological challenges which need to be solved. New approaches to monitoring, analyzing, and evaluating the measurement results are going to be proposed and researched. The methodology and relevant calculations for perception indicators computation are going to be explored.

Exploring the role of individual-focused transformational leadership in facilitating taking charge: mediating mechanism of psychological capital and thriving at work

Purpose

Drawing on the “conservation of resources” theory, the current study examines the mechanisms by which individual-focused transformational leadership (i.e. individualized consideration and intellectual stimulation) is associated with employees' taking charge by investigating the mediating roles of psychological capital and thriving at work.

Design/methodology/approach

A three-wave research study was conducted, and the data for the study included 220 employees’-supervisors’ dyads from Indian IT (information technology) organizations. Further, confirmatory factor analysis (CFA) was utilized to assess the measurement model, and study hypotheses were tested using Process macro.

Findings

The study results showed that individual-focused transformational leadership (IFTL) is strongly associated with psychological capital, thriving at work and taking charge. The findings of Process macro analyses indicated that IFTL, directly and indirectly, impacts taking charge behavior via psychological capital and thriving at work.

Practical implications

The study offers significant practical implications to managers, counsellors and HRM practitioners for crafting workplace interventions to augment employees taking charge behavior. The study findings would aid HRM practitioners in designing individualized-oriented leadership programs for building employees' positive psychological capabilities and thriving experiences for taking charge.

Originality/value

This paper broadens the existing leadership literature by proposing new pathways through which IFTL encourages employees to take charge. Mainly, research studies need to shed more light on leadership characteristics that influence employees' positive psychological behavior, that is psychological capital and thriving at work. Consequently, this study examined the underlying mechanism through which leadership, psychological capital and thriving interact to stimulate employees taking charge behavior.

How does perceived organizational justice mediate talent management of non-high potential employees and their outcomes?

Purpose

This study examines how perceived organizational justice mediates the relationship between talent management (TM) and non-high potential employees (NHPE) outcomes (i.e. affective commitment, job satisfaction, and the intention to leave) in the public sector, thereby clarifying the underlying mechanisms.

Design/methodology/approach

The authors conducted a causal mediation analysis of the findings of a scenario-based survey with 748 public-sector NHPEs by adopting a post-test experimental design.

Findings

Perceived distributive justice and perceived procedural justice mediated the relationships among equal resource distribution/TM procedures and NHPE outcomes, respectively.

Originality/value

This study extends and clarifies the argument for fairness judgments based on the gap in resource allocation and the presence or absence of the six rules of procedural justice that affect the attitudes and behaviors of NHPEs, who are generally more affected by TM but underexplored, in the public sector in which NHPEs are considered to be more sensitive to TM due to the egalitarian culture of public sector.

Developing sustainable workplace through leadership: Perspectives of transformational leadership and of organizational citizenship behavior

The objective of this study was to investigate the leadership style of the supervisor to develop the organization's sustainable workplace of and the extra-role behavior of employees (i.e., OCB). An organizational context of the immigration officer is explored by using the data collected from a survey of 453 immigration officers from 26 immigration officer teams in Taiwan. This study has verified the transformational leadership and organizational commitment that they have positive effect on organizational citizenship behavior (OCB) of the immigration officers. Moreover, it showed that the organizational climate has a context effect on organizational commitment and OCB. Furthermore, the results of this study have shown that an aggregated transformational leadership has cross-level interactions on OCB. This study also found that the transformational leadership has strong effect on organizational commitment and OCB. This study adopts a cross-level study taking organizational environmental factors and cross-level interactions as research considerations. Because of the focus on group-level impact, the research methodology can apply the supervisor's leadership style and the organizational climate to measure whether the immigration officers have a high degree of organizational commitment and influence their OCB performance across levels. The organizational commitment of the immigration officers and their individual OCB performance could be improved by converging the organizational context effect of aggregated transformational leadership and organizational climate. This study found that the application of the transformational leadership is extremely helpful for an organization to develop sustainable workplace and extra-role behavior of employees.

Organizational justice and organizational citizenship behavior: the mediating role of work engagement

The intention of this paper is to investigate the mediating role of work engagement between the four dimensions of organizational justice (OJ) and organizational citizenship behavior (OCB) dimensions. The current literature appears to have overlooked the mediating role of work engagement (WE) in the link between justice and organizational citizenship behavior (OCB) in higher education institutions (HEIs). As a result, it appears to be one of the primary studies of its kind to investigate the relationship between OJ dimensions (e.g., procedural, distributive, informational, and interpersonal justice) and OCB dimensions (e.g., OCBI and OCBO). Data were collected from 121 faculty members from ten private universities operating in Bangladesh. The PLS-SEM was employed to investigate hypotheses. The investigation found OJ is positively connected to WE. Besides, WE is significantly related to OCB. Moreover, WE mediated the relationship between OJ dimensions and OCB dimensions, except for the relationship between PJ and OCB dimensions. The study provides necessary guidelines for the organizations regarding how they might improve citizenship behavior by ensuring justice and engagement in the workplace. Therefore, the application of the findings might ensure better employee outcomes and organizational productivity.

Interpersonal justice and creativity: testing the underlying cognitive mechanisms

Purpose

The purpose of this study is to examine the underlying cognitive mechanisms between interpersonal justice and creativity.

Design/methodology/approach

The theoretical model was tested through survey method in two distinct settings, i.e. student teams and organizational setting.

Findings

This study found evidence that interpersonal justice has an indirect relationship with creative behavior through two distinct paths of psychological meaningfulness and psychological availability in Study 1 and through psychological availability in Study 2. The results clarify and support the proposition in the justice literature that interpersonal fairness is relevant to creativity because of its relationship to risks associated with creativity, and that this affect holds when controlling for procedural, distributive and informational justice (Study 2).

Research limitations/implications

The results suggest that interpersonally fair supervision has a significant influence on employees’ creativity. Fair supervisory treatment adds value to the organization and contributes to the well-being of employees by directly influencing perceptions of psychological engagement factors of meaningfulness and availability of resources.

Originality/value

This study contributes to the justice, creativity and psychological engagement literatures by exploring the mechanisms linking organizational justice and creativity in a non-Western context.

Work engagement, affective commitment, and career satisfaction: the mediating role of knowledge sharing in context of SIEs

Purpose

The purpose of this paper is to examine linkages between work engagement, affective commitment, and career satisfaction, while probing the mediating role of knowledge sharing in context of self-initiated- expatriates (SIEs).

Design/methodology/approach

A mediation model was tested using survey data from 266 SIEs working in US information technology (IT) multinational corporations (MNCs).

Findings

The results revealed significant direct and indirect effects of work engagement on affective commitment and career satisfaction through knowledge sharing.

Research limitations/implications

Although common method bias and validity of measurement were assessed in this study, the survey data were cross-sectional. Rigorous testing of the proposed mediated model through longitudinal design must be undertaken to allow for stronger inferences about causation.

Practical implications

The results suggest that organizations must nurture a knowledge sharing culture to promote knowledge exchange amongst SIEs. This study also underscores the importance of SIEs' work engagement as an enabler of knowledge sharing. Managers have a critical role in creating the right work environment, where SIEs feel engaged in their work and motivated to share knowledge.

Originality/value

This is the first study to examine interlinkages between work engagement, knowledge sharing, affective commitment and career satisfaction in SIEs' context.

The effects of organizational justice, trust and supervisor–subordinate guanxi on organizational citizenship behavior: a social-exchange perspective

Purpose

This study aims to use a social exchange perspective to investigate the influence of organizational justice on organizational citizenship behavior (OCB).

Design/methodology/approach

Survey and interview data were collected from a sample of insurance firm sales representatives in Taiwan. Structural equation modeling was deployed to explore the relationship between organizational justice, trust, supervisor–subordinate guanxi and OCB.

Findings

The findings offer important theoretical, managerial and social implications for life insurers’ human resource managers.

Practical implications

Organizational justice is a primary influence on OCB, which is connected with the underlying mediating mechanism of trust (trust in supervisor and trust in subordinate) and supervisor–subordinate guanxi (i.e. off-the-job activities).

Social implications

Subordinates can enhance guanxi with their supervisors to create a more harmonious working environment, creating mutual trust. The results suggest that supervisor–subordinate guanxi is based on long-term social exchange. How to balance fairness and efficiency is an import question for decision-makers.

Originality/value

This study’s examination of the role of trust and supervisor–subordinate guanxi in mediating the relationship between organizational justice and OCB expands the organizational behavior literature into a different industry (life insurance) and cultural context (Taiwan).

Transformational leadership and organizational citizenship behaviour: the role of job autonomy and supportive management

Purpose

This study aims to examine the relationship between transformational leadership, organizational citizenship behaviour (OCB), job autonomy and supportive management with job autonomy and supportive management as mediating variables.

Design/methodology/approach

Primary data was collected through a survey of employees from business organizations in India. Data from 422 valid responses were analysed using structural equation modelling. Confirmatory factor analysis was run for assessment of the measurement model. Then the mediation effects of job autonomy and supportive management were tested for the hypothesized model.

Findings

Findings of the analyses indicate that transformational leadership directly and positively influences OCB, job autonomy and supportive management. Job autonomy and supportive management directly and positively influence OCB and mediate the relationship between transformational leadership and OCB partially.

Originality/value

Contribution of the study comes from advancement of literature by supporting the mediating effects of job autonomy and supportive management in the relationship between transformational leadership and OCB. Thus, the study provides a basis for the mechanism of how transformational leadership is related to OCB.