The relationship between leader–member exchange, organisational citizenship behaviour, and organisational commitment among UNRWA health staff in the Gaza governorates

Abstract

BackgroundLeader–member exchange (the relationship between the manager and his or her employees) is important for the sustained growth of any organisation, and contributes to the organisation's goals and achievements. This study explores the relationship between leader–member exchange and two managerial domains—organisational citizenship behaviour and organisational commitment—among UNRWA health staff in Gaza governorates. MethodsA triangulated study design was used. Self-administered questionnaires were completed by 315 employees; a response rate of 93% (291 of 315). The data collector used the international scales for leader–member exchange, organisational commitment and organisational citizenship behaviour. In addition, seven key informant interviews and two focus groups with employees (18 across the two groups) were conducted. Informed written consent was obtained from all participants. FindingsThere were high scores in leader–member exchange (77% of employees [241 of 315] scored 4 and 5 on the Likert scale of 1 to 5), organisational commitment (76%; 239 of 315), and particularly in organisational citizenship behaviour (86%; 270 of 315). We also scored factors influencing these three main dimensions (for example, for leader–member exchange, the factors scored were affect, loyalty, perceived contribution, and professional respect). For leader–member exchange, affect (mutual affection or interpersonal attraction influencing cooperation) scored the highest (83%; 260 of 315). Within organisational commitment, normative commitment (sense of duty, obligation, and loyalty towards the organisation) scored the highest (78%; 245 of 315). With regard to organisational citizenship behaviour, courtesy (discretionary behaviour to avoid work-related conflict) scored the highest (91%; 286 of 315). Inferential analysis showed that employees holding lower qualifications (secondary school and below), those who intended to stay at UNRWA until retirement, and those who performed higher in appraisals (those achieving “best performer” status, as opposed to “fully meets expectations” or “does not fully meet expectations”) had statistically higher mean scores in leader–member exchange than their colleagues. Findings also show that employees older than 45 years, those with more than 20 years' experience, and those intending to stay at UNRWA until retirement had statistically higher scores in organisational commitment and organisational citizenship behaviour than their colleagues. There were no statistically significant differences in the scores of the three scales in relation to participants' gender, marital status, place of work, level of the health centre (main health centre or small health centre [sub-centre]) and job position. However, there were significant correlations between leader–member exchange and the two other managerial domains: organisational commitment and organisational citizenship behaviour. This suggests that if the leader–member exchange approach is positively perceived by employees, it would be associated with high organisational commitment and high organisational citizenship behaviour. In addition, there was overall satisfaction with respect to specific work-related variables. InterpretationLeader–member exchange, organisational commitment, and organisational citizenship behaviour are high among UNRWA employees. However, there is room for improvement. It is important to monitor these important morale-related issues and to constantly consider means to improve managerial practices, especially supervision, considering that supervision is key in leader–member exchange. FundingNone.