Team OCB, leader charisma, and organizational change: A multilevel study

Nohe, Christoph; Michaelis, Björn

doi:10.1016/j.leaqua.2016.05.006

Cited by 53 publications

(43 citation statements)

References 87 publications

(110 reference statements)

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“…In other words, team members addressing team tasks in clear and stable task environments are less attentive to and receptive of their spiritual leaders' influence, rendering spiritual leadership is less effective in elevating their perceptions of meaningfulness climate. These arguments are consistent with research showing employees rely more on prototypical leaders when situations are uncertain and ambiguous (Cicero, Pierro, & Van Knippenberg, 2010;Nohe & Michaelis, 2016). Therefore, we propose:…”

Section: Moderating Role Of Task Uncertaintysupporting

confidence: 89%

Experiencing meaningfulness climate in teams: How spiritual leadership enhances team effectiveness when facing uncertain tasks

Yang

Huang

2018

Human Resource Management

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This study integrates social information processing theory with leadership and climate literature, and aims to produce novel theoretical insights into whether and how spiritual leadership and task uncertainty foster conditions to enhance meaningfulness climate and subsequent team effectiveness in China. Team effectiveness was operationalized as team performance and team organizational citizenship behavior (OCB). Based on data collected at three time points over 12 months from multiple sources of 123 teams in China, we found that spiritual leadership was positively related to team performance and team OCB through meaningfulness climate. Further, the relationship between spiritual leadership and meaningfulness climate was stronger for teams with high task uncertainty than teams with low task uncertainty.

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Section: Moderating Role Of Task Uncertaintysupporting

confidence: 89%

Experiencing meaningfulness climate in teams: How spiritual leadership enhances team effectiveness when facing uncertain tasks

Yang

Huang

2018

Human Resource Management

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“…Under such crisis conditions SME owners/managers need to facilitate employee citizenship behaviours much more rigorously. Literature has shown the importance of managers’ behaviour to the emergence of important team outcomes, such as OCB (Nohe and Michaelis, ). Such behaviours include keeping employees informed about workplace changes (Malhotra and Ackfeldt, ) whilst also explaining to them their necessity (Szamosi and Duxbury, ).…”

Section: Discussionmentioning

confidence: 99%

Many Hands Lighter Work? Deciphering the Relationship between Adverse Working Conditions and Organization Citizenship Behaviours in Small and Medium‐sized Enterprises during a Severe Economic Crisis

Psychogios

Nyfoudi

Theodorakopoulos

et al. 2017

British J of Management

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What is the relationship between adverse working conditions and employees' organizational citizenship behaviour (OCB) in small and medium-sized enterprises (SMEs) operating under a severe economic crisis? To address this question, a survey of 312 front-line workers was undertaken in 62Greek SMEs − an instrumental setting where the current deterioration of working conditions is acute. Our contribution is twofold. First, we develop and test a scale for measuring adverse working conditions. Second, we decipher the extent to which such conditions relate to organizational and individual aspects of OCB, considering job satisfaction's mediating role. Through this research we extend the OCB literature within the context of SMEs operating under severe economic crisis and highlight the implications for managing human resources in SMEs, a sector conspicuous for its socio-economic significance and its vulnerability during economic downturns.

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“…In the present study, following a significant stream of the literature (e.g. LePine et al, 2015;Nohe and Michaelis, 2016;Vlachos et al, 2013), we adopt the latter approach, treating charismatic leadership as a distinct leadership style. Although other leadership styles have also been associated with the socio-environmental conduct of firms (e.g.…”

Section: Charismatic Leadership and Effects On Followersmentioning

confidence: 99%

Corporate Environmental Management: Individual‐Level Drivers and the Moderating Role of Charismatic Leadership

Papagiannakis

Lioukas

2017

European Management Review

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Drawing upon norm‐activation and social cognitive theories, we examine whether the personal norms and self‐efficacy of top managers affect their decisions to engage in environmental management initiatives (EMI). We also investigate whether this relationship is moderated by CEO charisma. Empirical evidence from a sample of 125 companies indicates that significant variation in EMI is explained by the two activators of personal norms – namely, awareness of consequences and ascription of responsibility – as well as self‐efficacy with respect to environmental decisions. Furthermore, the effects of managers' personal norms on EMI engagement are more intense when charismatic leadership is present. The results offer insights into the microfoundations of proactive environmental management and their interplay with charismatic leadership. Managerial implications for firms seeking to advance their environmental conduct are discussed.

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Team OCB, leader charisma, and organizational change: A multilevel study

Cited by 53 publications

References 87 publications

Experiencing meaningfulness climate in teams: How spiritual leadership enhances team effectiveness when facing uncertain tasks

Experiencing meaningfulness climate in teams: How spiritual leadership enhances team effectiveness when facing uncertain tasks

Many Hands Lighter Work? Deciphering the Relationship between Adverse Working Conditions and Organization Citizenship Behaviours in Small and Medium‐sized Enterprises during a Severe Economic Crisis

Corporate Environmental Management: Individual‐Level Drivers and the Moderating Role of Charismatic Leadership

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