The Relationship Between Charismatic Leadership, Work Engagement, and Organizational Citizenship Behaviors

Babcock-Roberson, Meredith Elaine; Strickland, Oriel J.

doi:10.1080/00223981003648336

Cited by 335 publications

(255 citation statements)

References 30 publications

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“…Studies have, for example, demonstrated that transformational leadership (Tims, Bakker andXanthopoulou, 2011), charismatic leadership (Babcock-Roberson andStrickland, 2010) and authentic leadership (Walumbwa, Wang, Wang, Schaubroeck and Avolio, 2010) are all directly related to how engaged individuals are with their job. Although no published studies, to our knowledge, have examined leadership as a moderator of the relationship between engagement and employee behaviours, research in other domains has proposed that leadership moderates direct relationships, such as that between fairness perceptions and OCB (Johnson, Truxillo, Erdogan, Bauer and Hammer, 2009) and empowerment and OCB and turnover intentions (Harris, Wheeler and Kacmar, 2009).…”

Section: Leader-member Exchangementioning

confidence: 99%

The link between perceived human resource management practices, engagement and employee behaviour: a moderated mediation model

Alfes

Shantz

Truss

et al. 2013

The International Journal of Human Resource Management

593

586

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Original citation:Alfes, Kerstin, Shantz, Amanda, Truss, Catherine and Soane, Emma (2013) A Moderated Mediation Model AbstractThis study contributes to our understanding of the mediating and moderating processes through which human resource management practices are linked with behavioural outcomes. We developed and tested a moderated mediation model linking perceived human resource management practices to organisational citizenship behaviour and turnover intentions. Drawing on social exchange theory, our model posits that the effect of perceived human resource management practices on both outcome variables is mediated by levels of employee engagement, while the relationship between employee engagement and both outcome variables is moderated by perceived organisational support and leader-member exchange. Overall, data from 297 employees in a service sector organisation in the UK support this model. This suggests that the enactment of positive behavioural outcomes, as a consequence of engagement, largely depends on the wider organisational climate and employees' relationship with their line manager. Implications for practice and directions for future research are discussed.

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Section: Leader-member Exchangementioning

confidence: 99%

The link between perceived human resource management practices, engagement and employee behaviour: a moderated mediation model

Alfes

Shantz

Truss

et al. 2013

The International Journal of Human Resource Management

593

586

View full text Add to dashboard Cite

show abstract

“…Motivational outcomes include being proactive and taking initiative (Sonnentag 2003;Hakanen et al 2008;Salanova and Schaufeli 2008), setting a high bar, feeling competent and striving for quality (Bakker 2011), and displaying helpful behavior, friendliness and being cooperative (Babcock-Roberson and Strickland 2010;Bakker 2011). Engaged people experience positive emotions and process information better (Hakanen and Schaufeli 2012).…”

Section: Consequences Of Work Engagementmentioning

confidence: 99%

Work engagement in health professions education

et al. 2017

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Work engagement deserves more attention in health professions education because of its positive relations with personal well-being and performance at work. For health professions education, these outcomes have been studied on various levels. Consider engaged clinical teachers, who are seen as better clinical teachers; consider engaged residents, who report committing fewer medical errors than less engaged peers. Many topics in health professions education can benefit from explicitly including work engagement as an intended outcome such as faculty development programs, feedback provision and teacher recognition. In addition, interventions aimed at strengthening resources could provide teachers with a solid foundation for well-being and performance in all their work roles. Work engagement is conceptually linked to burnout. An important model that underlies both burnout and work engagement literature is the job demands-resources (JD-R) model. This model can be used to describe relationships between work characteristics, personal characteristics and well-being and performance at work. We explain how using this model helps identifying aspects of teaching that foster well-being and how it paves the way for interventions which aim to increase teacher's well-being and performance.

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“…In the past, various predictors of work engagement have been studied and these include organizational commitment distributive, procedural justice, rewards and recognition; person-job fit and person-organization fit; leadership style (Babcock-Roberson & Strickland, 2010;Hamid & Yahya, 2011;Kimura, 2011;Leithwood & Jantzi, 1999;Saks, 2006;Tims, Bakker, & Xanthopoulu, 2011). However, work engagement has been mostly analyzed by the job demands-resources model.…”

Section: Work Engagementmentioning

confidence: 99%

Examining the Role of Job Resources on Work Engagement in the Academic Setting

Alzyoud¹,

Othman²,

Isa³

2014

ASS

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The aim of this study is to examine the relationship between job resources, namely autonomy, social support and performance feedback and work engagement. Data were gathered through questionnaire from a sample of academicians (n = 532) who worked in four public universities (Mu'tah University, The University of Jordan, The Hashemite University and Yarmouk University) located in the southern, middle and northern region of Jordan. Results indicate that autonomy, social support and performance feedback were a significant factor in influencing academicians work engagement. These findings generally supported past findings, which suggested that employees are more likely to engage with their work if they are given the autonomy, social support and performance feedback. The findings were discussed and implications were also put forward.

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The Relationship Between Charismatic Leadership, Work Engagement, and Organizational Citizenship Behaviors

Cited by 335 publications

References 30 publications

The link between perceived human resource management practices, engagement and employee behaviour: a moderated mediation model

The link between perceived human resource management practices, engagement and employee behaviour: a moderated mediation model

Work engagement in health professions education

Examining the Role of Job Resources on Work Engagement in the Academic Setting

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