Abstract
This study was designed to examine the effect of authentic leadership on organizational citizenship behaviour (OCB), as well as to examine the mediating mechanism of corporate social responsibility (CSR) on the aforementioned relationship. Using the cross-sectional design method, the data were collected from 395 employees working in the banking sector of Pakistan. Drawing on social exchange theory, it was hypothesized that authentic leadership would positively predict organizational citizenship behaviour. Furthermore, it was hypothesized that CSR would positively mediate the relationship between authentic leadership and OCB. The results of the study indicate that authentic leadership positively predicts OCB. Importantly, CSR was found to positively mediate the effect of authentic leadership on OCB. Theoretical implications of the study and future research directions are also discussed.
Highlights
The concept of authentic leadership stems from the field of positive organizational behaviour due to the increase in corrupt management practices, overall management malfeasance and scandals in organizations [1]
Explanations In this study, we investigated the positive effect of authentic leadership on employees’ Organizational citizenship behaviour (OCB), as well as the mediating effect of corporate social responsibility (CSR) perception in the context of the banking sector in the developing country of Pakistan
We found a positive association between authentic leadership CSR and OCB
Summary
The concept of authentic leadership stems from the field of positive organizational behaviour due to the increase in corrupt management practices, overall management malfeasance and scandals in organizations [1]. Authentic leadership has become the focus of attention among scholars due to its positive and significant effects on employees as well as on organizational performance [1,2,3], much more empirical work remains to be explored [4,5,6]. Organizational citizenship behaviour (OCB) is defined as “the voluntary individual behaviour that is not included in the formal reward system of the organization but enhances the organizational performance as a whole” [7]. These are the behaviours that employees display beyond their formal recognized job assignments and tasks [8]. Research indicates the positive and significant association of OCB with role performance and leadership attitude and behaviours in the workplace [9]
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