The impact of organizational identification and self-esteem on Organizational Citizenship Behavior: The case of Greek public hospitals

2005 ◽  
Vol 5 (2) ◽  
pp. 305-318 ◽  
Author(s):  
V. Bellou ◽  
L. Chitiris ◽  
A. Bellou
Keyword(s):  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Organizational Identification ◽  
Self Esteem ◽  
Public Hospitals ◽  
Citizenship Behavior ◽  
The Impact

scholarly journals Unstable Jobs Cannot Cultivate Good Organizational Citizens: The Sequential Mediating Role of Organizational Trust and Identification

2019 ◽  
Vol 16 (7) ◽  
pp. 1102 ◽  
Author(s):  
Byung-Jik Kim
Keyword(s):  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Organizational Identification ◽  
Job Insecurity ◽  
Organizational Trust ◽  
Organizational Outcomes ◽  
Citizenship Behavior ◽  
Identification Function ◽  
The Impact ◽  
Underlying Processes

Although existing works have investigated the influence of employee’s job insecurity on his or her perceptions or attitudes, those studies relatively have paid less attention to the influence of it on employee’s behaviors, as well as to its intermediating mechanisms of the relationship between job insecurity and the behaviors. Considering that employee’s behaviors substantially influence various organizational outcomes, I believe that studies which examine the impact of job insecurity on the behaviors as well as its underlying processes are required. Grounded on the context–attitude–behavior framework, I delved into the intermediating mechanism between job insecurity and organizational citizenship behavior with a sequential mediation model. In specific, I hypothesized that employee’s organizational trust and organizational identification would sequentially mediate the job insecurity–organizational citizenship behavior (OCB) link. Utilizing 3-wave time-lagged data from 303 employees in South Korea, I found that organizational trust and organizational identification function as sequential mediators in the link. The finding suggests that organizational trust and organizational identification are underlying processes to elaborately explain the job insecurity–OCB link.

scholarly journals Leader Narcissism and Employee Organizational Citizenship Behavior Directed Toward the Leader: Roles of Perceived Insider Status and Need for Self-Esteem

2021 ◽  
Vol 12 ◽  
Author(s):  
Huaqiang Wang ◽  
Geng Liu ◽  
Miao Wang ◽  
Yue Dong
Keyword(s):  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Self Esteem ◽  
Mediating Effect ◽  
Citizenship Behavior ◽  
Future Research ◽  
Negative Effect ◽  
Perceived Insider Status ◽  
The Impact

Based on self-concept theory, the present study proposed and empirically tested the impact of leader narcissism on employee organizational citizenship behavior directed toward the leader (OCB-L), highlighting the mediating role of perceived insider status and the moderating role of need for self-esteem in this relationship. Based on an analysis of 161 two-stage matched leader-employee dyads, the hypotheses were tested and the results showed that the leader narcissism had a negative direct effect on employee OCB-L, as well as a negative indirect effect on employee OCB-L via perceived insider status. Furthermore, the need for self-esteem was found to moderate the negative effect of leader narcissism on perceived insider status as well as the mediating effect of perceived insider status between leader narcissism and employee OCB-L. The theoretical and practical implications of our research were discussed. Limitations and directions for future research were also offered.

Influence of organizational context and followerʼs deposition on the effectiveness of transformational leadership

2016 ◽  
Vol 19 (3) ◽  
pp. 308-343 ◽  
Author(s):  
Jessie Ho
Keyword(s):  
Transformational Leadership ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Performance Feedback ◽  
Organizational Context ◽  
Leadership Behavior ◽  
Past Research ◽  
Self Esteem ◽  
Citizenship Behavior ◽  
The Impact

Past research on transformational leadership in organizations has neglected the organizational context in which such leadership is embedded, and the significance of the disposition of followers. The purpose of the present study was to enrich and refine transformational leadership theory by linking it to organizational context and the self-esteem of followers. It was expected that organizational characteristics and subordinatesʼ self-esteem could moderate the effects of transformational leadership behavior on job satisfaction, organizational commitment, and organizational citizenship behavior. Results revealed that only organizational-based self-esteem (OBSE) significantly moderated the impact of transformational leadership behavior on organizational citizenship behavior (OCB). Within-and-between-analysis procedures (WABA) were used to determine the appropriate level of data analysis. Research finding suggests that managers should provide individualized performance feedback for high OBSE subordinates and spend more time coaching those subordinates with low OBSE on a one-to-one basis.

Feeling Capable and Worthy? Impact of Employee Silence on Self-Concept: Mediating Role of Organizational Citizenship Behaviors

2020 ◽  
pp. 003329412090184
Author(s):  
Shih Yung Chou ◽  
Tree Chang
Keyword(s):  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Self Efficacy ◽  
Negative Impact ◽  
Self Esteem ◽  
Theory And Practice ◽  
Citizenship Behavior ◽  
Employee Silence ◽  
The Impact ◽  
The Relationship

While existing research findings have highlighted the consequences of employee silence at the interpersonal and organizational levels, little is known about how employee silence influences an employee’s inferences of self. Drawing on a cross-organizational sample of 142 employees, we test the impact of employee silence, in the forms of acquiescent, quiescent, prosocial, and opportunistic silence, on employees’ job self-efficacy and organization-based self-esteem. In addition, we examine how organizational citizenship behavior toward the organization and toward individuals mediates the direct effects. Results indicate that quiescent silence negatively affects organization-based self-esteem, and that opportunistic silence has a negative impact on job self-efficacy. In addition, organizational citizenship behavior toward the organization and organizational citizenship behavior toward individuals fully mediate the relationship between opportunistic silence and organization-based self-esteem, whereas organizational citizenship behavior toward individuals and organizational citizenship behavior toward the organization partially mediate the relationship between opportunistic silence and job self-efficacy. Implications for theory and practice are discussed.

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