Perceived social loafing congruence between leaders and members: Effect on performance

2021 ◽  
Vol 49 (6) ◽  
pp. 1-13
Author(s):  
Cheol Young Kim
Keyword(s):  
Knowledge Sharing ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Citizenship Behavior ◽  
Leader Member Exchange ◽  
Social Loafing ◽  
Role Performance ◽  
Knowledge Sharing Behavior ◽  
Member Exchange ◽  
Sharing Behavior

I measured social loafing as perceived by leaders and members independently, and assessed the effect of each party's perception of members' social loafing on the leader–member exchange relationship, in-role performance, organizational citizenship behavior, and knowledge-sharing behavior. Participants were 333 leader–member dyads from 12 organizations in South Korea, and data were collected in two waves. I performed polynomial regression and response surface analyses and tested the mediating effect of leader–member exchange. As hypothesized, perceived social loafing congruence had a direct effect on leader–member exchange, and an indirect effect via leader–member exchange on in-role performance, organizational citizenship behavior, and knowledge-sharing behavior. Theoretical and practical implications of congruence in perceptions of social loafing are discussed.

scholarly journals Psychological Empowerment and Employee Behaviors: Employee Engagement As Mediator and Leader-Member Exchange as Moderator

2015 ◽  
Vol 1 (6) ◽  
pp. 24-30 ◽  
Author(s):  
Rizwana Kosar ◽  
Sayyed M. Mehdi Raza Naqvi
Keyword(s):  
Knowledge Sharing ◽  
Employee Engagement ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Psychological Empowerment ◽  
Citizenship Behavior ◽  
Leader Member Exchange ◽  
Knowledge Sharing Behavior ◽  
Member Exchange ◽  
Sharing Behavior

The objective of this study is to determine the association between psychological empowerment and two behavioral outcomes of employee (i.e. organizational citizenship behavior and knowledge sharing behavior) by examining the mediating role of employee engagement and the moderating role of leader-member exchange. A survey was completed by employees working in different corporations and jobs. The data were collected by self- administered questionnaire and analyzed by using correlation and regression analysis. Results indicate that psychological empowerment positively influences organizational citizenship behavior and knowledge sharing behavior. In addition, employee engagement partially mediates the relationship between psychological empowerment and organizational citizenship behavior and fully mediates between psychological empowerment and knowledge sharing behavior. Psychological empowerment has a positive significant relationship with the employee engagement whereas leader-member exchange does not moderate the relationship between psychological empowerment and employee engagement. The implications of these findings are discussed.

scholarly journals The Impact of Psychological Empowerment on Organizational Citizenship Behavior and Knowledge Sharing Behavior: The Mediating role of Employee Engagement and Moderating role of Leader-member exchange

2017 ◽  
Vol 5 (2) ◽  
pp. 1-12
Author(s):  
Rizwana Kosar ◽  
Keyword(s):  
Employee Engagement ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Psychological Empowerment ◽  
Citizenship Behavior ◽  
Leader Member Exchange ◽  
Knowledge Sharing Behavior ◽  
Member Exchange ◽  
Sharing Behavior

The aim of this study is to determine the relationship between psychological empowerment and two behavioral outcomes of an employee (organizational citizenship behavior and knowledge sharing behavior) by examining the mediating role of employee engagement and moderating role of leader-member exchange. A survey was completed by 146 employees working in a variety of jobs and organizations. The data were collected by self- administered questionnaire and then analyzed by using correlation and regression analysis. Results indicate that psychological empowerment positively influences organizational citizenship behavior and knowledge sharing behavior. In addition, employee engagement partially mediates the relationship between psychological empowerment and organizational citizenship behavior and fully mediates between psychological empowerment and knowledge sharing behavior. Leader-member exchange does not moderate the relationship between psychological empowerment and employee engagement. Psychological empowerment has positive relationship with the employee engagement for employees low in leader-member exchange than for employees high in leader-member exchange. The implications of these findings are discussed.

Introducing a Model of Relationship Between Knowledge Sharing Behavior and Organizational Citizenship Behavior and Positively Orientated Organizational Behavior

2018 ◽  
Vol 14 (3) ◽  
pp. 21-36 ◽  
Author(s):  
Tayebeh Sadegh ◽  
Reyhaneh Mohammad Khani ◽  
Fatemeh Modaresi
Keyword(s):  
Organizational Behavior ◽  
Knowledge Sharing ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Psychological Capital ◽  
Psychological Empowerment ◽  
Citizenship Behavior ◽  
Knowledge Sharing Behavior ◽  
The Relationship ◽  
Sharing Behavior

This study investigates the effects of employees' positively oriented organizational behavior and organizational citizenship behavior (OCB) use on knowledge sharing behavior after a two-month period. Based on previous research, it was expected that: (1) organizational citizenship behavior would be positively related to knowledge sharing behavior; (2) psychological capital would be positively related to knowledge sharing behavior; (3) OCB would mediate the relationship between psychological capital and knowledge sharing behavior; (4) psychological empowerment would be positively related to knowledge sharing behavior; and (5) OCB would mediate the relationship between psychological empowerment and knowledge sharing behavior. Results provided support for the direct effects of OCB, psychological capital and psychological empowerment on knowledge sharing behavior. Psychological capital and psychological empowerment were each indirectly related to knowledge sharing behavior, mediate by OCB. To be more precise, individuals with higher level of psychological capital and psychological empowerment were not only more likely to participate in organizational citizenship behavior but having a higher level of positively orientated organizational behavior made them to engage more in knowledge sharing behavior two months later.

scholarly journals Servant Leadership: Impact on Organizational Citizenship Behavior and Knowledge Sharing Behavior

2020 ◽  
Vol 55 (4) ◽  
Author(s):  
Muhammad Qaiser Shafi ◽  
Sajeela Rabbani ◽  
Rehan Maqsood Alam ◽  
Seema Gul
Keyword(s):  
Servant Leadership ◽  
Knowledge Sharing ◽  
Organizational Citizenship ◽  
Work Engagement ◽  
Organizational Citizenship Behavior ◽  
Self Efficacy ◽  
Citizenship Behavior ◽  
Equation Modeling ◽  
Knowledge Sharing Behavior ◽  
Sharing Behavior

This study aims to investigate the effect of servant leadership on organizational citizenship behavior and knowledge-sharing behavior. It further explores servant leadership for its potential mediation of work engagement and moderation of self-efficacy in organizational citizenship behavior and knowledge-sharing behavior. Time-lagged data was collected from 264 respondents from Pakistan’s banking sector via convenience sampling. The relationships between servant leadership and organizational citizenship behavior, servant leadership and knowledge-sharing behavior were analyzed through partial least squares structural equation modeling. The results of this analysis reveals that the effect of servant leadership on organizational citizenship behavior and knowledge-sharing behavior is significant in that work engagement acts as a mediator, and follower’s self-efficacy plays the role of moderator. Based upon social exchange theory, the study supports that servant leadership increases citizenship and knowledge-sharing behavior. In addition, the study provides an understanding of how servant leadership mediates work engagement for pragmatic synergetic outcomes in a Pakistani context. The study’s implications and limitations are also discussed, and suggestions for future research are noted.

scholarly journals New Work: Die Effekte von Leader-Member Exchange auf psychologisches Empowerment, extraproduktives Verhalten und Fluktuationsabsicht der Mitarbeitenden

2020 ◽  
Author(s):  
Jana Lorra ◽  
Hannah Möltner
Keyword(s):  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Citizenship Behavior ◽  
Leader Member Exchange ◽  
New Work ◽  
Member Exchange

ZusammenfassungNew Work ist aktuell fraglos ein Trendthema, wobei darunter je nach Façon jedoch unterschiedlichste neue Formen der Arbeitsgestaltung verstanden werden. Trotz der Unterschiedlichkeit steht die Demokratisierung von Unternehmen und die Ermächtigung der darin arbeitenden Menschen im Fokus von New Work. Der vorliegende Beitrag stellt daher Bezüge zwischen New Work und der Literatur zum psychologischen Empowerment her. Letzteres beschreibt einen Zustand, in dem Mitarbeitende Macht und Selbstbestimmung erleben. Dafür ist die Beziehung zwischen Führung und Mitarbeitenden besonders relevant, da die neuen Arbeitsformen darauf abzielen Hierarchien abzubauen. Anhand einer quantitativen Erhebung (N = 150) an zwei Erhebungszeitpunkten wird untersucht, ob der Zusammenhang zwischen Leader-Member Exchange (LMX) und Organizational Citizenship Behavior (OCB) bzw. der Fluktuationsabsicht über psychologisches Empowerment mediiert wird. Die Ergebnisse des Strukturgleichungsmodells stützen die angenommen indirekten Zusammenhänge zwischen LMX und OCB als auch zwischen LMX und Fluktuationsabsicht, vermittelt jeweils durch das psychologische Empowerment. Der direkte Effekt zwischen LMX und OCB und zwischen LMX und Fluktuationsabsicht erreichte keine statistische Signifikanz. Somit mediiert psychologisches Empowerment die beiden Zusammenhänge vollständig.Praktische Relevanz: Die Ergebnisse unterstreichen die Bedeutung von psychologischem Empowerment im Führungskontext. Somit ist die Förderung von psychologischem Empowerment für Führungskräfte ein zentraler Ansatzpunkt zur Verringerung der Fluktuationsabsicht der Mitarbeitenden und zur Aufrechterhaltung und Stärkung von OCB.

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