The effects of authentic leadership on trust in leaders, organizational citizenship behavior, and service quality in the Chinese hospitality industry

2019 ◽  
Vol 40 ◽  
pp. 77-87 ◽  
Author(s):  
Shaoping Qiu ◽  
Amin Alizadeh ◽  
Larry M. Dooley ◽  
Ruijuan Zhang
Keyword(s):  
Service Quality ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Authentic Leadership ◽  
Hospitality Industry ◽  
Citizenship Behavior ◽  
Trust In Leaders

Effect of Chief Executive Officer’s Sustainable Leadership Styles on Organization Members’ Psychological Well-Being and Organizational Citizenship Behavior

2021 ◽  
Vol 13 (24) ◽  
pp. 13676
Author(s):  
Hyun-ju Choi
Keyword(s):  
Leadership Styles ◽  
Organizational Citizenship ◽  
Ethical Leadership ◽  
Organizational Citizenship Behavior ◽  
Authentic Leadership ◽  
Chief Executive ◽  
Well Being ◽  
Citizenship Behavior ◽  
Sustainable Leadership ◽  
Psychological Well Being

Situational leadership theory and the contingency approach of leadership were utilized and applied based on situational theory. Based on a total of four foundational theories, that is, bottom-up spillover theory, theories of prosocial behavior, and so on, this study empirically analyzed what influence a chief executive officer’s (CEO’s) sustainable leadership styles (servant, ethical, and authentic leadership) have on the psychological well-being and organizational citizenship behaviors of organization members. The study was conducted on adult employees of midsized or larger companies (including subsidiaries) across four countries: South Korea, the United Kingdom, the United States, and South Africa. Data were obtained from 649 adult employees. SmartPLS was used to conduct structural equation modeling analysis of the data. The results were as follows: (1) CEOs’ servant and authentic leadership styles had statistically significant positive (+) effects on employees’ psychological well-being; however, ethical leadership did not. (2) CEOs’ ethical leadership had a statistically significant (+) effect on employees’ organizational citizenship behavior; however, servant and authentic leadership did not. (3) Employees’ psychological well-being had a statistically significant (+) effect on organizational citizenship behavior. CEOs are attracting more attention than ever, leading companies in today’s rapidly changing times. This suggests that it is necessary to comprehend principles that show when, where, and how important leaders are and sustainable leadership styles that can increase their chances of success. Moreover, this study derived constructive implications that a leader can overcome today’s challenges through sustainable leadership styles.

scholarly journals How authentic leadership promotes individual performance

2018 ◽  
Vol 67 (9) ◽  
pp. 1585-1607 ◽  
Author(s):  
Neuza Ribeiro ◽  
Ana Patrícia Duarte ◽  
Rita Filipe
Keyword(s):  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Authentic Leadership ◽  
Positive Impact ◽  
Civic Virtue ◽  
Individual Performance ◽  
Citizenship Behavior ◽  
Content Type ◽  
Mediating Role ◽  
The Relationship

Purpose The purpose of this paper is to provide a more comprehensive understanding of how authentic leadership (AL) can affect individual performance through creativity and organizational citizenship behavior (OCB)’s mediating roles. Design/methodology/approach The sample included 177 leader-follower dyads from 26 private and small and medium-sized organizations. Followers reported their perceptions of AL, and leaders assessed each follower’s level of creativity, individual performance and OCB. Findings The findings show that AL has a positive impact on OCB (i.e. altruism, sportsmanship, civic virtue, conscientiousness and courtesy), employee creativity, and individual performance. Creativity partially mediates the relationship between AL and individual performance. Some dimensions of OCB, namely, altruism, civic virtue and courtesy, also play a mediating role in this relationship. Research limitations/implications Additional studies with larger samples are needed to determine more clearly not only AL’s influence on individual performance but also other psychosocial variables affecting that relationship. Practical implications Organizations can increase employees’ creativity, OCB and individual performance by encouraging managers to adopt more AL styles. Originality/value This study is the first to integrate AL, creativity, OCB and individual performance into a single research model, thereby extending previous research. The study also used a double-source method to collect data (i.e. leader-follower dyads) to minimize the risk of introducing common-method variance.

Rethinking Organizational Citizenship Behavior in Service Organizations: Its Nature and Conceptualization

2017 ◽  
Author(s):  
Anit Somech ◽  
Anat Drach-Zahavy
Keyword(s):  
Service Quality ◽  
Service Delivery ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Service Organizations ◽  
Citizenship Behavior ◽  
Distinctive Features ◽  
Service Characteristics ◽  
The Common ◽  
Unique Context

This chapter focuses on the phenomenon of organizational citizenship behavior (OCB) in the context of service organizations. Specifically, our aim was to challenge the common approach to OCB by delineating the unique characteristics of service organizations. The chapter begins by capturing the distinctive features of services: their intangibility, inseparability, and heterogeneity. Next, we argue that these characteristics compel service organizations to rely primarily on their employees’ OCBs. Paradoxically, the more committed managers are to service delivery, the less control they have over service quality compared with their counterparts in manufacturing. We then discuss how service characteristics shape the nature of OCB in this unique context and propose an integrated typology for better understanding OCB in service organizations.

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