Team Organizational Citizenship Behavior Research Articles

The Relationships Between Organizational Citizenship Behavior, Affective Commitment and Team Effectiveness in A Non-Profit Organization

Non-profit organizations play a crucial role in fostering healthy communities by providing vital services that contribute to economic stability and mobility. However, the effectiveness of these organizations hinges on the positive and engaged behavior of their employees. These organizations may face challenges in staffing and resource management that can hinder performance and funding, making team effectiveness and organizational citizenship behavior essential for success. This study investigates the relationships between organizational citizenship behavior (OCB), affective commitment, and team effectiveness in a non-profit organization based in Selangor. Utilizing a cross-sectional design and a quantitative approach, 118 employees across local and international branches of a non-profit organization participated in an online survey. Data analysis was conducted using SPSS version 26. The study found that conscientiousness, courtesy, and civic virtue are the dimensions of (OCB) that positively influence team effectiveness, while altruism and sportsmanship did not show a significant impact in the non-profit context. Conscientious employees who are diligent and responsible, along with those who exhibit courtesy by being considerate and communicative, and those who actively participate in organizational activities, contribute meaningfully to team success. Furthermore, affective commitment, or employees' emotional attachment and identification with the organization, was also found to enhance team effectiveness, highlighting the role of an engaged and committed workforce in driving positive outcomes.

When boss puts off, the team worse off: The mitigating role of initiative-enhancing HRM systems

The negative role of workplace procrastination is widely recognized, while much less research focuses on leader procrastination. We bring our attention to this domain and investigate the implications of leader procrastination. By drawing insights from social information processing theory and identifying team procrastination climate as a new construct, which describes the collective perceptions team members hold regarding procrastination at work, we develop a moderated-mediation model to examine how leader procrastination and initiative-enhancing human resource management (HRM) systems foster conditions to inhibit or facilitate team procrastination climate and subsequent team effectiveness, operationalized as team performance and team organizational citizenship behavior (OCB). We tested the theoretical model with two-source data collected from 550 members of 124 teams across three time periods. Results showed that leader procrastination facilitated the development of team procrastination climate that undermined team effectiveness. Further, the effects of leader procrastination were significant only under low levels of initiative-enhancing HRM systems. These results offer new insights into theoretical implications for research on procrastination at work and provide practical implications on how to counteract the development of team procrastination climate.

Anger for good? Unethical‐behavior‐targeted leader anger expression and its consequences on team outcomes

SummaryAlthough leader anger expression targeted at employees' unethical behavior is pervasive in the workplace, we still know little about its theoretical meaning and consequences. To address this theoretical blind spot, we drew on fairness heuristic theory to investigate whether, how, and when unethical‐behavior‐targeted (UB‐targeted) leader anger expression affects team outcomes. Our findings from two time‐lagged field studies suggest that a punishment‐based distributive justice climate mediates the positive effects of UB‐targeted leader anger expression on team organizational citizenship behavior (OCB) and team viability. Moreover, leader moral decoupling weakens these indirect relationships. Specifically, the indirect relationships are weaker when the leader separated judgments of performance from those of ethics. These findings highlight the importance of a fairness perspective in understanding the consequences of leader anger expression targeted at unethical behaviors.

Citizenship Pressure in Non-formal Education Organizations: Leaders' Idealized Influence and Organizational Identification

<p style="text-align: justify;">Educators in non-formal education organizations are often expected to display values of volunteering and giving to the community. These contributions, which are beyond the call of duty, are defined as organizational citizenship behavior (OCB). When such behavior is performed as a result of pressure rather than out of free will, that pressure is defined as citizenship pressure (CP). Building on the job demands-resources theory, the study examined a moderator-mediator model at the team level construct, to explore whether team CP mediates the relationship between both idealized influence behavior and idealized influence attributed (transformational leadership dimensions) and team OCB, and whether that mediation is moderated by organizational identification. The study sample consisted of 75 teams of educators and their direct superiors, who work in 11 youth movements. Results show that the negative relationship between both idealized influence behavior and idealized influence attributed and team CP is moderated by organizational identification. Furthermore, results show a negative relationship between team CP and team OCB. Theoretical and managerial implications are discussed.</p>

Why leaders are important for cross-functional teams: Moderating role of supportive leadership on knowledge hiding

Knowledge exchange has been a critical factor for cross-functional teams to master different tasks and problems and promote innovation. Cross-functional teams rely on the direct cooperation of senior employees from different departments, often with converging aims, leadership, culture, and communication. However, with the ever-increasing complexity in business decisions, decision-makers invested in the manufacturing industry sector need the support of a diverse team as an advisory tool to put well-thought measures into effect. The aim of this study is to analyze how cross-functional teams in commerce and industry rely on different key performance indicators to limit knowledge hiding. This paper conducted a quantitative study of 130 individual participants working in cross-functional teams in Germany. It also adapted multiple linear regression and used a conceptual model impacting the relationship between team performance, trust, and organizational citizenship behavior, including the moderating role of leadership. The disruptive effect of knowledge hiding was contextualized. The results indicate that team performance is directly affected by the selected variables. Furthermore, it is limited to knowledge hiding, while trust and the use of adequate leadership help to retain knowledge retention. Lastly, organizational citizenship behavior was found as the paramount factor, supported by individually tailored leadership methods, to foster information exchange and thereby promote organization-wide learning.

Team Citizenship Pressure: How Does It Relate to OCB and Citizenship Fatigue

The aim of this research is to shed light on the phenomenon of citizenship pressure as a team-level construct. Building on the conservation of resources theory, the study used a moderated-mediation model to explore whether team organizational citizenship behavior (OCB) mediates the relationship between team citizenship pressure and team citizenship fatigue and whether this mediation is moderated by perceived supervisor support. Results from a study of 91 professional teams in the educational system indicate that team citizenship pressure had a significant and positive relationship with team OCB, as well as with team citizenship fatigue. The results also support the overall moderated-mediation model, but contrary to the hypothesized pattern of interaction, we found that team citizenship pressure was significantly and positively correlated with OCB when perceived supervisor support was low, but not when it was high. Limitations and implications for future research are discussed.

Who Applies Pressure to Be a Good Citizen at School? Examining the Phenomenon of Citizenship Pressure Among Subject Teams

ABSTRACT This study investigates the phenomenon of citizenship pressure (CP), a job demand that causes individuals to feel pressured to contribute above and beyond the call of duty. We examined whether team CP is translated to team organizational citizenship behavior (OCB). We also examined the differential impact of four external forces‒school administration, subject coordinators, school climate, and successful teachers‒on the team experience of CP. Results from a study of 91 subject teams revealed a positive relationship between team CP and team OCB and showed the differential influence of the four external sources on team CP. Limitations and practical implications are discussed.

Sport Fans More Friendly? - The Relationships Among Team Identification, Social Connection and Organizational Citizenship Behavior

Sport Fans More Friendly? - The Relationships Among Team Identification, Social Connection and Organizational Citizenship Behavior

Team Procrastination Climate: An Integrative Multilevel Model

In the current study, we extend procrastination at work to the team level and identify team procrastination climate as a new construct, the collective perceptions members of teams hold regarding procrastination at work. We also develop a theoretical model to examine how initiative-enhancing human resource management (HRM) systems and leader procrastination foster conditions to inhibit or facilitate team procrastination climate and subsequent team effectiveness, operationalized as team performance and team organizational citizenship behavior (OCB). We tested the theoretical model with two-source data collected from 550 members of 124 teams across three time periods. Results showed that initiative-enhancing HRM systems inhibited, while leader procrastination facilitated, the development of procrastination climate among team members that undermined team effectiveness. Further, leader procrastination was positively related to team procrastination climate only under low levels of initiative-enhancing HRM systems. These results provide new insight into theoretical implications for research on procrastination at work and offer practical implications about how to counteract the development of team procrastination climate.

Team insecurity as a multi-level and multi-dimensional construct: Scale development and validation

Although team downsizing or team restructuring initiatives have frequently taken place in contemporary organizations, very little research has been conducted on the issue of team insecurity. Drawing on Kim, Shin, and Rim’s, Korean Journal of Management 25, 257–280 (2017) theoretical framework, which proposes team insecurity as a multi-level and multi-dimensional construct, this study aims to develop a scale assessing team insecurity and test its validity. Team insecurity refers to an employee’s perceptions of and affective reactions to the continuity of his or her team. The employee’s perception of team insecurity can also be shared within a team, which ultimately form an insecurity climate in the team. In Study 1, we developed a multi-dimensional scale of team insecurity, which consisted of four dimensions: (1) perceived team restructuring; (2) perceived team relative status; (3) perceived team composition; and (4) overall affective reaction. We assessed the four-factor structure of team insecurity and its discriminant validity by using a sample of 248 employees. In Study 2, we tested the predictive validity of team insecurity by using survey data from 280 employees in 75 teams. The test of the predictive validity showed that employees’ perceptions of team insecurity significantly predicted their intention to leave and alternative job search, whereas team insecurity climate significantly predicted team creativity and team organizational citizenship behavior. These findings provide initial support for the construct of team insecurity.

LMX 차별화가 팀 갈등을 통하여 팀 조직시민행동에 미치는 영향에 관한 연구: 정치적 기술의 조절효과

LMX 차별화가 팀 갈등을 통하여 팀 조직시민행동에 미치는 영향에 관한 연구: 정치적 기술의 조절효과

Ethical Leadership and Team Ethical Voice and Citizenship Behavior in the Military: The Roles of Team Moral Efficacy and Ethical Climate

In recent years, unethical conduct (e.g., Enron, Lehman Brothers, Oxfam, Volkswagen) has become an important issue in management; relatedly, there is growing interest regarding the nature and implications of ethical leadership. Drawing from social learning theory, we posited that ethical leadership would positively relate to team ethical voice and organizational citizenship behavior (OCB) through team moral efficacy. Furthermore, building on social information processing theory and the social intuitionist model, we expected these effects to be accentuated in teams with a strong ethical climate. Using survey data from subordinates and leaders pertaining to 150 teams from the Republic of Korea Army, ethical leadership was found to indirectly relate to increased team ethical voice and OCB directed at individuals and the organization through team moral efficacy. These relationships tended to be amplified among teams with a strong ethical climate. In addition, these findings persisted while controlling for transformational leadership, thereby highlighting the incremental value of ethical leadership for team outcomes. Theoretical and practical implications are discussed.

The trickle-down effect of OCB in schools: the link between leader OCB and team OCB

PurposeResearch has provided accumulative evidence that the willingness of teachers to invest in organizational citizenship behavior (OCB) is a fundamental component for achieving school effectiveness. However, most studies examined OCB of the individual teacher, while neglecting the fact that such behavior might grow in a context. Furthermore, educational scholars have focused almost solely on OCB of teachers, and have almost completely neglected to address the concept through a managerial prism. By taking a contextual perspective, the purpose of this paper is to postulate a positive link between leader OCB and team OCB, and suggest that organizational justice serves as a moderator in this relationship.Design/methodology/approachData were collected through a survey from multiple sources, to avoid one-source bias. The sample included 82 schools: 82 management teams and their 82 principals, as well as 246 teachers, who were not members of management.FindingsResults of the hierarchical regression analysis confirmed the hypotheses. The authors found a positive association between leader OCB and team OCB and revealed that this positive relationship was significant under high levels of organizational justice, but non-significant under low levels.Practical implicationsThe importance of leader OCB in promoting team OCB can inspire the educational system to learn how to develop organizational mechanisms that encourage principals to perform citizenship behaviors and to take this component into consideration in screening processes and succession planning.Originality/valueThe contribution of the study is in identifying leader OCB as a key instrument that may encourage teams to invest in OCBs. To the best of the authors’ knowledge, this is the first study ever to examine the link between leader OCB and team OCB. The finding that there is a positive association between the two constructs may imply that leader OCBs contribute to the school, not only directly, by exhibiting behaviors of helping and support, but also indirectly, through the leader’s impact on his or her team’s behavior.

대학교 운동부선수들의 셀프리더십이 선수들의 임파워먼트 및 조직시민행동에 미치는 영향

The purpose of this study is to investigate the effect of self-leadership on university sport team athlete empowerment and organizational citizenship behavior. The survey was conducted on 200 athletes who are attending university, and a total of 189 questionnaires were used for the final analysis. The questionnaires were analyzed by frequency analysis, reliability analysis, correlation analysis, confirmatory factor analysis, path analysis and mediated effect verification using SPSS and AMOS. First, it was confirmed that university sport team athlete self leadership had a significant effect on empowerment. Second, university sport team athlete empowerment has a significant effect on organizational citizenship behavior. Third, university sport team athlete empowerment has a significant effect on organizational citizenship behavior. Forth, empowerment partly mediated the relationship between self-leadership and organizational citizenship behavior. Therefore leaders will have to establish ways to maximize the university sport team athlete empowerment to lead the way through self-leadership to organizational citizenship behavior.

Psychological Capital, Team Resources and Organizational Citizenship Behavior

The study aimed to examine the impact of team resources – learning values and team leader optimism – as moderating variables affecting the relationship between team psychological capital (PsyCap) and organizational citizenship behavior (OCB), measured as a team outcome. Eighty-two management teams involving 395 participants from educational organizations responded to a quantitative questionnaire. Hierarchical regression analyses confirmed interactive effects of both moderating variables, which serve as positive resources for the team by enhancing the impact of team PsyCap on the willingness of the team to engage in OCB. Team PsyCap functioned as a positive team resource that brings about an environment that induces exhibition of high levels of OCB. This relationship is strengthened when both team learning and team leader’s optimism are high. The findings provide support for the relevance of contingency theories by emphasizing the necessity of certain situational features existing in order to have an impact on organization outcomes. Theoretical and practical implications of the findings are discussed.

Dimensional Effect of Transformational leadership on Cross Functional Team Organizational Citizenship Behavior

Dimensional Effect of Transformational leadership on Cross Functional Team Organizational Citizenship Behavior

태권도 지도자의 감성지능과 지도자-선수 교환관계(LMX), 팀 몰입, 조직시민행동의 관계

In this research, in order to find out the impacts of a Taekwondo coach’s emotional intelligence on a leader-member exchange(LMX) relationship, team commitment and organizational citizenship behavior, the emotional intelligence elements affecting the leader-member exchange(LMX) relationship were investigated into targeting the players who belonged to a Taekwondo high school student team, and based on this, the influences on team commitment and organizational citizenship behavior were analyzed. As for the subjects, 566 players were sampled among those legally registered in the high school team of Korea Taekwondo Association in 2017 at present through convenience sampling. For the data processing, frequency analysis, exploratory factor analysis, verification of reliability, and correlation analysis were conducted using a SPSS 18.0 program. And then, confirmatory factor analysis was carried out wirh an AMOS 18.0 program, and the goodness of fit of the model suggested in this research was verified through covariance structural analysis. The conclusions based the research methods and study results can be proposed as follows. First, Taekwondo coach’s emotional intelligence had positive influence on leader-member exchange(LMX). Second, Taekwondo coach’s emotional intelligence had positive influence on team commitment. Third, Taekwondo coach’s emotional intelligencet had positive influence on organizational citizenship behavior. Fourth, leader-member exchange(LMX) had positive influence on team commitment. Fifth, leader-member exchange(LMX) had positive influence on organizational citizenship behavior. Sixth, team commitment had positive influence on organizational citizenship behavior.

DAMPAK SHARING KNOWLEDGE TERHADAP BEST OPERATIONAL PRACTICE MELALUI ORGANIZATIONAL CITIZENSHIP BEHAVIOR DAN SERVICE QUALITY DI POLWILTABES SURABAYA

Sharing Knowledge is originated from the interaction between individuals which will form a group or working group in a company, while the working group with expertise/skills is called teamwork. The working group should be developed to be able to communicate and have good relationships within the department, between departments and between organizations. Good communication within the organization will improve the working relationship to be more intense and faster. There are no boundaries either between individuals or individuals and departments in the organization so as to create an effective working relationship and a strong team work which lead to the creation of the best practices operational. Based on the survey by interviewing and spreading questionnaires to 266 police members of the police in POLWILTABES SURABAYA about sharing knowledge of best operational practices (BOP) in the police organization through team work's affectivity and OCB (organizational citizenship behavior). The results showed that sharing knowledge does not directly impact organizational citizenship behavior as an organizational culture, but it is indirectly give impact through the team work's affectivity moderator variable. Sharing knowledge as an organizational culture has an impact on enhancing the effectiveness of team work. The Effectiveness of team work influence organizational citizenship behavior in police organizations to increase the best operational practice. Team work's affectivity has influence towards Best Operational Practices (BOP) in the police organization. OCB (Organizational citizenship behavior) also has influence towards the best operational practices (BOP) in the police organization.

An integrative model for understanding team organizational citizenship behavior

PurposeThe purpose of this paper is to use a model to broaden the understanding of the organizational citizenship behavior (OCB) phenomenon in educational teams and examines team OCB’s mediating role in the relation of the contextual variables of team justice climate (distributive justice, procedural justice, interpersonal justice) to team psychological capital (PsyCap) and team innovation.Design/methodology/approachData were collected through a survey consisting of validated scales. The sample covered 78 disciplinary teams, 78 coordinators and 13 school principals at 13 junior-high schools.FindingsThe PROCESS test confirmed the mediating role of team OCB, showing positive relations between team procedural justice and team PsyCap and team OCB, and also between team OCB and team innovation.Research limitations/implicationsBy taking a team perspective, the findings offer evidence that despite the usual approach treating OCB as an individual phenomenon; it may be regarded as shared norms of behaviors at the team level.Practical implicationsThe team-level approach may urge principals and other educational leaders to realize that teachers’ willingness to invest extra effort in school is mainly the result of an appropriate team context, which can be shaped and developed.Originality/valueThe present study explored team OCB by from a context perspective. This is important because to date most studies on OCB in schools have focused on teacher OCB as an individual phenomenon, disregarding its contextual nature.

Shared leadership and team effectiveness: The examination of LMX differentiation and servant leadership on the emergence and consequences of shared leadership

ABSTRACTThis study examined the effects of leader–member exchange (LMX) differentiation on team-shared leadership and team effectiveness. Drawing on the group engagement model, we suggested that LMX differentiation negatively affects team-shared leadership and team effectiveness (i.e., team performance and team organizational citizenship behavior [OCB]). Servant leadership weakens the negative effects of LMX differentiation on shared leadership. We tested our predictions using data from a sample of 336 salespersons nested in 110 sales teams in China. We found that shared leadership mediated the relationships between LMX differentiation with both team performance and team OCB. In addition, servant leadership moderated the relationship between LMX differentiation and shared leadership and the indirect relationship between LMX differentiation with both team performance and team OCB.