Sustainable Workplace: The Moderating Role of Office Design on the Relationship between Psychological Empowerment and Organizational Citizenship Behaviour in Uzbekistan

Abstract

The physical format of office configuration has advanced to mirror the intricacy of modern work and the transitory nature of contemporary employment. Drawing on the social exchange theory, this study examines the effect of office design and psychological empowerment on the relationship between transformational leadership and employee organizational citizenship behaviour (OCB). A total of 216 subordinates and 49 supervisors completed questionnaire items from ten organizations in Uzbekistan. The survey was conducted in two waves and designed to have multi-source respondents. Confirmatory factor analysis was run to examine the discriminant validity of our measurement model. Ordinary least square regression-based analysis was used to analyze direct and interaction effects, and then it was followed by bootstrapping tests to identify mediation effects. Results reveal that transformational leadership is significantly related to psychological empowerment, and that psychological empowerment mediates the relationship between transformational leadership and OCB. Furthermore, the relationship between psychological empowerment and OCB is stronger in an open-plan office type. This study confirms that transformational leaders are adept at bringing out the best in their followers, influencing their OCB by increasing intrinsic motivation (psychological empowerment). Office type—specifically, open-plan offices—will intensify employee willingness to engage in extra-role behaviour.

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