The Mediating Role of Psychological Ownership in the Relationship between Ethical Leadership and Organizational Justice, and the Multiple Forms of Employee performance Behaviors

Abstract

In recent years, psychological ownership (PO) has been a growing interest for numerous authors and researchers. However, there is a lack of empirical studies regarding causes and consequences of PO, and a mediating role of PO, especially, in Arab countries. To test research model, data collected from three telecommunication companies working in King Saudi Arabia (KSA). Using a sample of five hundred of employees, 276 completed the survey with response rate 55.2%. The current study concluded several results; First, ethical leadership (EL) and organizational justice (OJ) explained 19.3% of the changes in employees’ psychological ownership. Second, both EL and OJ have a direct effect on PO and indirect effect on IRB and OCB. Third, PO plays a partial mediation between both EL and OJ, and the multiple forms of employee performance behaviors (MFEPB): in-role performance behaviors (IRB) and organizational citizenship behaviors (OCB). Finally, this study provides a set of managerial implications to improve performance in telecommunication companies. As well the current study provides future research suggestions that can be taken into researchers’ interest in human resource management and organizational behavior. Key Words: Psychological Ownership, Ethical leadership, Organizational Justice, Multiple Forms of Employee performance Behavior, The mediating role