The Relationship Between Transactional Leadership and OCB: A Conditional Analysis of Organizational Justice Perception and Psychological Contract Fulfillment

Abstract

Understanding the depth of leadership and its effects on organizational outcomes have been a topic of complex nature, attracting scholars, and practitioners alike. This becomes more vital for tourism industry, where extent of competitive rivalry is extremely high as employees are vital in this sector. The current research examines the relationship between transactional leadership and organizational citizenship behavior of employees in tourism-related businesses. Furthermore, this study assumes that psychological contract fulfillment can moderate the relationship between leadership and perception of organizational justice, which can then mediate employees’ citizenship behaviors. Current research takes place in Lebanon, where the industry of tourism is highly important. Empirical evidence yielded from data analysis has shown support for moderating effect of psychological contract fulfillment on leadership and perception of justice linkage. This strengthens the perception of justice within the firm, which further proven to be of significance in terms of mediating transactional leadership and extra-role behaviors of employees. Theoretical development as well as practical implications have merged to aid the literature as well as managerial levels of tourism sector. JEL Classification: D23, M12, Z32

The Impact of Organizational Justice on the Organizational Citizenship Behavior of Contract Workers in Indonesia: The Role of Exchange Quality and Multifocal Trust

“…Starting with the earliest research on OCB, the study articulates how the two topics in organizational science have developed together. In accord with the result, Al-Quraan & Khasawneh (2017) and Daouk et al (2021) find that OJ significantly impacts OCB in terms of altruism, courtesy, sportsmanship, virtue, and public awareness. Based on the review of previous studies, the first hypotheses are formulated as follows:…”

“…Previous research found significant evidence of the impact of organizational justice on OCB (e.g. Chen & Jin, 2014;Cropanzano and Rupp, 2016;Al-Quraan and Khasawneh, 2017;Daouk et al, 2021). According to these studies, perceptions of fairness motivate people to engage in pro-social activities, which often lead to improved performance and productivity.…”

“…Both employees and leaders of many organizations perceive justice as a very important factor in their efforts to improve organizational performance. Many variables of the outcome, such as organizational commitment ( Rupp et al, 2014), organizational satisfaction (Potipiroon & Rubin, 2016;Hurst et al, 2016;Lambert et al, 2019), improved performance (Colquitt et al, 2012;Rana & Singh, 2021) and organizational citizenship behavior (OCB) (Rupp et al, 2014;Chan & Lai, 2017;Daouk et al, 2021), are determined based on the level of organizational justice, as assessed by employees.…”

Unraveling the Impact of Transactional Leadership on Task Performance: The Mediating Role of Self-Efficacy among Bank Employees

“…Research studies noticed that employees with higher level of self-e cacy also tend to behave and promote citizenship behavior [10] [11] in organization [12]. Leadership also promote the OCB among employees through inspiration [9] as well as reward [13] based system [8]. Self-e cacy is also promoted among workers through leadership [14] and it is evident by number of research studies [15] [16].…”

A gender perspective on counter-terrorism. (c2022)

“…For example, Udin and Yuniawan (2020) have found a positive relationship between the Big-5 personality traits (extraversion, agreeableness, openness, conscientiousness, and neuroticism) and OCB, similar to the earlier study of Organ et al (2006) who have also found the same relationships, particularly between conscientiousness and OCB. As for leadership styles, studies in literature were able to demonstrate that transformational (Khaola & Rambe, 2020), transactional (Zabihi et al, 2012& Daouk et al, 2021 as well as strategic leadership (Gusmão et al, 2018) have been shown to be determinants of OCB. Continuing with more recent studies, employee engagement (Geng et al, 2016), goal clarity (Caillier, 2016), employee motivation (Joo & Jo, 2017) -and specifically extrinsic motivation (Shaaban, 2018) -, employee empowerment (Li et al, 2017), emotional intelligence (Turnipseed, 2018), organizational learning (Gusmão et al, 2018) and ethical work climate (Teng et al, 2020) were all found to be predictors of OCB.…”