The Relationship between Power Type, Work Engagement, and Organizational Citizenship Behaviors

Abstract

The focus of this study is to investigate if power type improves organizational citizenship behavior (OCB) through work engagement. Based on existing research, power can be classified into two main types: coercive and non-coercive power. Coercive power is divided into the categories of coercion, reward, and legitimate power, and non-coercive power can be divided into information, expert, and reference power. Therefore, this study examines what kind of relationship is formed in the work engagement of organization members based on power type, and ultimately empirically investigates the effects on OCB. Although it is very important in organizational research, no study has yet been conducted on the relationships between power type, work engagement, and OCB. The survey targets of this study were the companies listed on the Korea Composite Stock Price Index (KOSPI), a stock market in South Korea. The companies listed on the KOSPI are the representative companies of South Korea, as announced by the South Korean government based on their market representativeness, liquidity, and industry representativeness. This study sheds new light on the relationships between power type, work engagement, and OCB which have been overlooked from both the academic and practical perspectives. Based on this study, it is expected that power types that have practical influence will be further investigated, and the plans required for the maintenance of better relationships in an organization could then be established.

How CSV and CSR Affect Organizational Performance: A Productive Behavior Perspective

“…Second, members must be trusted to play their assigned roles. Third, members must engage in creative and voluntary activities that go beyond their set roles [24].…”

Citizenship Tasks and Women Physicians: Additional Woman Tax in Academic Medicine?

“…29 Another study of 184 employees reported that organizational citizenship behavior is positively related to team-member exchange and to servant leadership. 30 Likewise, reports have found a positive relationship between organizational citizenship tasks and work engagement, 5,6 which leads to organization effectiveness. 5 However, other reports suggest engaging in citizenship tasks does not outweigh the negative consequences for career advancement due to the time spent on such tasks.…”

“…30 Likewise, reports have found a positive relationship between organizational citizenship tasks and work engagement, 5,6 which leads to organization effectiveness. 5 However, other reports suggest engaging in citizenship tasks does not outweigh the negative consequences for career advancement due to the time spent on such tasks. 6,29 For example, physicians in academic medicine who serve on multiple committees may not be as productive in publishing research and thus may not meet traditional criteria used for promotion, such as number of publications, citations, and Hirsch-index.…”

“…Introduction C itizenship tasks are described as uncompensated work-related duties that require dedicated time, often performed while at work but sometimes done during offhours. [1][2][3][4][5][6] These tasks may be volunteer-based and are roles that contribute to the organization's goals and effectiveness, 5,6 but are less likely to contribute to career advancement. Sometimes citizenship tasks are assigned or there is pressure on individuals to participate by supervisors or work peers.…”

“…7,8 Other reports indicate the opposite; time spent on these tasks may have detrimental effects on career advancement. [2][3][4][5][6] Select studies propose that citizenship tasks may result in gendered expectations and consequences for women in the workplace. For example, literature has shown that men are rewarded for their altruistic work tasks, while women are expected, not rewarded, to enroll in similar activities.…”