Leaders\u2019 competence and warmth: Their relationships with employees\u2019 well-being and organizational effectiveness

The aim of this work was to investigate competence and warmth \u2014 the two basic dimensions of social judgment \u2014 as dimensions employees use to evaluate their supervisors. A mediation model was tested in which supervisor\u2019s perceived competence and warmth were associated with relevant outcomes (lower burnout, weaker turnover intentions, more frequent citizenship behaviors) through the mediation of affective organizational commitment (AOC). In Study 1, data were collected from employees of a company in the water service sector. In Study 2, participants were financial promoters. In Study 3, the sample included employees from different organizations. As hypothesized, the perception of one\u2019s supervisor as competent (Studies 1-3) and warm (Study 3) was related to employees\u2019 lower burnout, weaker turnover intentions, more frequent prosocial behaviors through the mediation of AOC. Theoretical and practical implications of findings are discussed

How Servant Leadership Influences Organizational Citizenship Behavior: The Roles of LMX, Empowerment and Proactive Personality

While the link between servant leadership and organizational citizenship behavior (OCB) has been established, the individual-level mechanisms underlying this relationship and its boundary conditions remain poorly understood. In this study, we investigate the salience of the mediating mechanisms of leader-member exchange (LMX) and psychological empowerment in explaining the process by which servant leaders elicit discretionary OCB among followers. We also examine the role of followers’ proactive personality in moderating the indirect effects of servant leadership on OCB through LMX and psychological empowerment. Analysis of survey data collected from 446 supervisor-subordinate dyads in a large Chinese multinational firm suggests that while servant leadership is positively related to subordinate OCB through LMX, psychological empowerment does not explain any additional variance in OCB above that accounted for by LMX. Moderated mediation tests confirm the moderating effect of proactive personality through LMX. By providing a nuanced understanding of how and when servant leadership leads followers to go above and beyond their job role, our study assists organizations in deciding how to develop and utilize servant leaders in their organizations

Intrapreneurship; Conceptualizing entrepreneurial employee behaviour

This paper discusses the similarities and differences between intrapreneurship and independent entrepreneurship. Most but not all of the activities and behavioural aspects of the latter are also typical of the former phenomenon. Key differential elements of independent entrepreneurship are the investment of personal financial means and the related financial risk taking, a higher degree of autonomy, and legal and fiscal aspects of establishing a new independent business. Based on this discussion an integral conceptual model of intrapreneurial behaviour is presented. The paper closes with conclusions.

The effect of cultural orientation and leadership style on self- versus other-oriented organizational citizenship behavior in Turkey and the Netherlands

This paper investigated the effects of a paternalistic and empowering leadership style on organizational citizenship behaviour (OCB) in an experimental design using 100 Turkish and 100 Dutch students who held part-time jobs. Confirming our expectations, a paternalistic leadership style had a more positive effect on job dedication and organizational support in Turkey than in the Netherlands. Contradicting our expectations, an empowering leadership style did not have a more positive effect on any of the OCB dimensions in the Netherlands than it did in Turkey. However, in the Netherlands an empowering leadership style had a stronger effect on interpersonal facilitation, job dedication, and organizational support than a paternalistic leadership style. Paternalistic and empowering leadership styles both had positive effects on OCB dimensions in Turkey. As expected, collectivism moderated the relationship between paternalistic leadership style and other oriented OCB (i.e., interpersonal facilitation). Specifically, people who had more collectivistic tendencies were more positively influenced by a paternalistic leader than people who had low collectivistic tendencies in both countries. However, individualism did not have any moderating effects on the relationship between empowering leadership style and self-oriented OCB (i.e., job dedication). Our findings are relevant for understanding the effects of leadership styles and cultural orientations on self- versus other-oriented OCB in Turkey and the Netherlands

Willing and able: action-state orientation and the relation between procedural justice and employee cooperation

Existing justice theory explains why fair procedures motivate employees to adopt cooperative goals, but it fails to explain how employees strive towards these goals. We study self-regulatory abilities that underlie goal striving; abilities that should thus affect employees’ display of cooperative behavior in response to procedural justice. Building on action control theory, we argue that employees who display effective self-regulatory strategies (action oriented employees) display relatively strong cooperative behavioral responses to fair procedures. A multisource field study and a laboratory experiment support this prediction. A subsequent experiment addresses the process underlying this effect by explicitly showing that action orientation facilitates attainment of the cooperative goals that people adopt in response to fair procedures, thus facilitating the display of actual cooperative behavior. This goal striving approach better integrates research on the relationship between procedural justice and employee cooperation in the self-regulation and the work motivation literature. It also offers organizations a new perspective on making procedural justice effective in stimulating employee cooperation by suggesting factors that help employees reach their adopted goals

IWS briefing, Summer 2001 Volume 1 Issue 2

[Excerpt] A newsletter on workplace issues and research from the School of Industrial and Labor Relations at Cornell University

Customer Service Employees and Discretionary Service Behavior: A Psychological Contract Model

We present a theoretical framework for explicating contact employee behavior during customer service encounters, labeled discretionary service behavior (DSB). The model takes an organizational justice perspective, incorporating psychological contracts and fairness perceptions. We define DSB, examine potential antecedents, present research propositions related to the model, and discuss potential organizational outcomes

Organizational Citizenship and Teacher Evaluation: Using the T-TESS to Promote OCB and Improve Student Outcomes

Within the reach of institutional climate, organizational citizenship behavior (OCB) has received much attention in the business and psychological literature as a constructive mechanism designed to enhance group efficiency (Bateman & Organ, 1983; Organ, 1988; Podsakoff, Ahearn, & McKenzie, 1997). The essential definition indicates that organizational citizenship behavior refers to going beyond the requirements of one’s job with the understanding that taking such actions benefits the greater good (i.e., the company or school), with no expectation of reward or recognition for the action(s). Subsequent studies investigated OCB and its possible application in educational environs as a tool for improving school efficiency, climate, and student outcomes. The literature revealed that in schools where collectively high levels of faculty and administrator OCB existed, there have been improvements to school climate, school effectiveness, and student outcomes. In this paper, the researchers argue that the newly implemented teacher evaluation system used in the Texas public school system, the Texas Teacher Evaluation and Support System (T-TESS), may be leveraged as an effective planning and professional development tool to strategically and positively impact levels of OCB among the faculty, and by extension, to improve pedagogical practice, school climate, and increase student achievement

Deviant Citizenship Behavior: A Comprehensive Framework towards Behavioral Excellence in Organizations

Purpose – While studying the topic of seeking behavioral excellence (proactive and creative competence) in organization, scholars have presented a variety of literature sprinkled with countless theories on behavioral competence. Research design, data, and methodology - Foremost among the several theories on this topic are two distinct sets of behav-ioral theories: OCB (Organizational Citizenship Behavior) and Constructive Deviance. Both of these theories attempt to posit their usefulness in positive organizational outcomes (such as organizational effectiveness, quality, performance, and innovations). Results - However, their proposed constructs are opposing and studies are conducted in isolation, thereby creating a sigificant literature gap and omitting the possibility of being inclusive of the best that both OCB and constructive deviance have to offer. Conclusions - The article bridges the gap by critically examining OCB and constructive deviance and including a consideration of other empirical studies in an attempt to be comprehensive while, at the same time, seeking to find an effective behavioral construct that is both appropriate and conducive for positive organizational outcomes in the context of the current business environment