Exploring the effects of workplace deviance on perpetrators’ own work outcomes: the role of benevolent leadership in regulating fear activation and implication

2021 ◽  
pp. 1-19
Author(s):  
Shao-Long Li ◽  
Zhen Xiong (George) Chen ◽  
Guanglei Zhang
Keyword(s):  
Organizational Citizenship ◽  
Work Engagement ◽  
Organizational Citizenship Behavior ◽  
Workplace Deviance ◽  
Work Outcomes ◽  
Citizenship Behavior ◽  
Behavioral Consequences ◽  
Benevolent Leadership ◽  
Diary Method

Abstract The prevalence of workplace deviance has become an urgent issue for managers. Although increasing research has investigated the detriments of workplace deviance on other employees and organizations, limited research has studied the harm of workplace deviance on perpetrators themselves. This research drew from appraisal theories of emotion and sought to understand perpetrators' affective and behavioral consequences of engaging in deviance. Using a diary method, a survey consisting of 92 employees with 918 observations was conducted. The results reveal that employees' deviance is positively related to their feeling of fear and that fear overrides feelings of guilt, ultimately decreasing work engagement and organizational citizenship behavior (OCB). Importantly, perceived benevolent leadership weakens the effects of deviance on perpetrators themselves by relieving fear associated with past deviance and mitigating the negative influences of fear on OCB.

Employees’ turnover intention and behavioral outcomes: The role of work engagement

2020 ◽  
Vol 48 (1) ◽  
pp. 1-7 ◽  
Author(s):  
Ran Xiong ◽  
Yuping Wen
Keyword(s):  
Organizational Citizenship ◽  
Work Engagement ◽  
Organizational Citizenship Behavior ◽  
Turnover Intention ◽  
Structural Equation ◽  
Counterproductive Work Behavior ◽  
Work Behavior ◽  
Citizenship Behavior ◽  
Equation Modeling

We examined the mediating role of work engagement in predicting organizational citizenship behavior and counterproductive work behavior. The 227 participants were employees of 2 major retail banks in China, who completed a survey. The results showed that both turnover intention and work engagement were significantly correlated with organizational citizenship behavior and counterproductive work behavior. Results of structural equation modeling indicated that work engagement partially mediated both the turnover intention–organizational citizenship behavior relationship and the turnover intention–counterproductive work behavior relationship. These results extend prior findings and shed light on how turnover intention affects organizational citizenship behavior and counterproductive work behavior. Theoretical and practical implications are discussed.

scholarly journals Bridging the Gap between Affective Well-Being and Organizational Citizenship Behavior: The Role of Work Engagement and Collectivist Orientation

2019 ◽  
Vol 16 (22) ◽  
pp. 4503 ◽  
Author(s):  
Jia Xu ◽  
Baoguo Xie ◽  
Beth Chung
Keyword(s):  
Cultural Values ◽  
Organizational Citizenship ◽  
Work Engagement ◽  
Organizational Citizenship Behavior ◽  
Well Being ◽  
Citizenship Behavior ◽  
Role Performance ◽  
The Past ◽  
The Relationship

Workplace well-being has received considerable attention over the past decade. Relative to the positive relationship between affective well-being and in-role performance, the relationship between affective well-being and extra-role performance has received little empirical attention. The purpose of this study was to examine the relationships among affective well-being, work engagement, collectivist orientation, and organizational citizenship behavior. Specifically, we tested this model with a sample of 264 employees from a telecom company in China. We found that: (1) affective well-being was the positive predictor of organizational citizenship behavior (B = 0.482, p < 0.001); (2) work engagement mediated the relationship between employee affective well-being and organizational citizenship behavior (indirect effect = 0.330, p < 0.001); and (3) collectivist orientation moderated the relationship between affective well-being and work engagement (B = 0.113, p < 0.01) and affective well-being and organizational citizenship behavior (B = 0.084, p < 0.05). Our discussion highlights the benefits of understanding the role of work engagement and cultural values with regard to the relationship between affective well-being and organizational citizenship behavior.

Linking Organizational Virtuousness, Engagement, and Organizational Citizenship Behavior: The Moderating Role of Individual and Organizational Factors

2020 ◽  
pp. 109634802096370
Author(s):  
Hyo Jung Sun ◽  
Hye Hyun Yoon
Keyword(s):  
Organizational Citizenship ◽  
Work Engagement ◽  
Organizational Citizenship Behavior ◽  
Organizational Support ◽  
Organizational Factors ◽  
Organizational Level ◽  
Citizenship Behavior ◽  
Deluxe Hotel ◽  
Moderating Role

This study examines the effect of organizational virtuousness on employees’ engagement and organizational citizenship behavior in a deluxe hotel. It also verifies the moderating role of a positive personality at the individual level and the perception of organizational support at the organizational level in this causal relationship. The sample consists of 353 employees of a deluxe hotel in South Korea. The finding showed that managers can increase employees’ engagement without fail by improving their perception of organizational virtuousness. Employees’ engagement can increase organizational citizenship behavior, and the perception of organizational virtuousness can be linked to better organizational citizenship behavior, as it increases engagement. In addition, the more employees have proactive personality or favorable perception of organizational support, the more the effect of organizational virtuousness on work engagement increased. This result demonstrates the fact that improving employees’ perception of organizational virtuousness is a way of increasing employees’ work engagement and organizational citizenship behavior from managers’ perspective.

scholarly journals Leadership styles and employees’ work outcomes in nonprofit organizations: the role of work engagement

2020 ◽  
Vol 39 (7/8) ◽  
pp. 869-893
Author(s):  
Mohammed Aboramadan ◽  
Khalid Abed Dahleez
Keyword(s):  
Nonprofit Organizations ◽  
Organizational Citizenship ◽  
Work Engagement ◽  
Organizational Citizenship Behavior ◽  
Structural Equation ◽  
Affective Commitment ◽  
Citizenship Behavior ◽  
Equation Modeling ◽  
Content Type

PurposeThis study aims to investigate the effects of transformational and transactional leaders’ behaviors on employees’ affective commitment and organizational citizenship behavior in the context of nonprofit organizations (NPOs). Additionally, this study attempts to examine the role of work engagement, as an intervening mechanism as work engagement in NPOs has been empirically neglected (Park et al., 2018).Design/methodology/approachData were conducted from 400 employees working in Italian NPOs in the North of Italy. For verifying the hypotheses of this study, structural equation modeling techniques were implemented.FindingsIt was found that both transformational and transactional leaderships influenced positively affective commitment and organizational citizenship behavior, and work engagement was revealed to have significant positive mediating effects on the relationship between the variables examined in this study.Practical implicationsThe results of this study may be beneficial to leaders and supervisors of NPOs, specifically regarding the influence of the leaders’ behaviors on the employees’ outcomes.Originality/valueDue to the limited number of studies conducted on leadership in nonprofit organizations, this study theoretically and empirically contributes to the leadership literature as it is the first study to investigate the two styles of leadership on work-related outcomes via work engagement in the nonprofit sector.

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