Abstract
There have been many studies on spiritual leadership (SL) and its effects on organizational outcomes, ranging from commitment to organizational citizenship behaviors (OCBs). Precisely, researches regarding SL and OCB were conducted in different regions, cultures, and industries. These topics attracted a growing interest in the second half of the last decade. To clarify the SL–OCB relationship with regard to varied regions and industries, a meta-analysis was needed. Thus, the purpose of this study was to systematically analyze the quantitative studies exploring SL and OCB and to determine whether region, school, or other variables have any moderating effects on the link between SL and OCB. Upon a thorough analysis of the papers on the relationship between both SL and OCB in the literature, 43 studies met the search terms, but only 17 of them were included in this study. The results revealed a mean effect size of [Formula: see text] = .465, which displayed a statistically significant and positive relationship at the medium level between SL and OCB. The research also explored the effects of both Middle Eastern and Far Eastern samples, along with the factors of schools and other industries, on the link between SL and OCB. Neither different regions nor type of institutions had a significant effect on the link between SL and OCB.
Highlights
Throughout social transformations driven by technology and economic capital, “the being, spiritual, and inner life” of persons has become an intriguing topic in management circles. Benefiel (2003, p. 383), states that the terms of spirituality and management, which were once thought to be incompatible, “have fallen in love.” Neal and Biberman (2003) reported a sudden increase in books, conferences, and workshops on spirituality in the workplace, starting around 1992
We used the works of Organ (1988), Podsakoff and MacKenzie (1989) with items related to altruism, courtesy, sportsmanship, civic virtue, and conscientiousness, as well as the works of Williams and Anderson (1991) and Lee and Allen (2002) with items related to the individual (OCBI) and the organization (OCBO)
Several studies confirmed the positive link between spiritual leadership (SL) and organizational citizenship behaviors (OCBs), but there has not been any meta-analysis to show the overall effect sizes (ESs) for SL and OCB
Summary
Throughout social transformations driven by technology and economic capital, “the being, spiritual, and inner life” of persons has become an intriguing topic in management circles. Benefiel (2003, p. 383), states that the terms of spirituality and management, which were once thought to be incompatible, “have fallen in love.” Neal and Biberman (2003) reported a sudden increase in books, conferences, and workshops on spirituality in the workplace, starting around 1992. Like working overtime without any expectation of reward, are known as organizational citizenship behaviors (OCBs; Organ, 1988) These behaviors are based on inner motivation and can be regarded as signs of spiritual development. The Hawthorne experiments made it possible to infer that there were other more human factors than workplace’s physical aspects (Aslan & Korkut, 2015; Baloğlu & Karadağ, 2009) In this aspect, a work environment that identifies people with their mind and soul and helps them find meaning in their work would create beneficial consequences to both the members and the organization (Belwalkar et al, 2018). SL-based practices help employees opt for voluntary behaviors that are good for themselves, their organization, and their coworkers
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