The relevance of vision sharing and innovative behavior on transformational leadership, charismatic influence and organizational citizenship behavior (OCB)

Liu, Chih-Hsing; Lin, Wen-Pei; Ng, Yen-Ling; Hsieh, Ai-Ling; Lin, Jun-You

doi:10.1016/j.ijhm.2024.103891

Cited by 2 publications

References 61 publications

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Citizenship behaviors against organizational interests: perceived follower support and supervisor competence uncertainty

Abdelmotaleb,

Mouri,

Lahlouh

et al. 2024

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PurposeAdopting a followership perspective and drawing upon the literature on perceived support, we provide new theoretical insights into when and why supervisors engage in unethical behavior with the intention of benefiting a “favorite” follower, referred to as unethical favoritism behavior (UFB).Design/methodology/approachWe conducted two studies: an experiment and a multi-rater field study. Data were collected and analyzed using AMOS and the Macro process for SPSS.FindingsWe found that a follower’s standing among his or her peers in terms of citizenship behaviors toward their supervisor (i.e. relative organizational citizenship behaviors toward supervisor or ROCBS) has a positive effect on the supervisor’s perception of the follower’s support. The results further reveal that the choice of the supervisor on whether to reciprocate or not the perceived support (triggered by ROCBS) with UFB depends on the supervisor’s competence uncertainty (i.e. the degree of supervisor uncertainty regarding his/her work competencies).Originality/valueOur findings broaden the way the supervisor–follower relationship has traditionally been investigated in the organizational behavior literature by showing that under certain circumstances, followers’ good behaviors might become an antecedent to supervisors’ unethical acts.

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Citizenship behaviors against organizational interests: perceived follower support and supervisor competence uncertainty

Abdelmotaleb,

Mouri,

Lahlouh

et al. 2024

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Ethical Integration of AI into Organizational Behavior: Introducing the AI-IOB Model

Ofem

2024

Preprint

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As Artificial Intelligence (AI) rapidly integrates into organizations, understanding its impact on Organizational Behavior (OB) is essential. This study introduces the AI-Integrated Organizational Behavior (AI-IOB) Model, incorporating AI influences and ethical considerations into traditional OB constructs. Using a mixed-methods approach, we analyzed quantitative data from datasets like IBM's HR Analytics Employee Attrition & Performance and conducted thematic analysis on qualitative insights from industry reports and case studies. Quantitative analyses revealed that automation and generative AI significantly enhance productivity (R² = 0.70, p < 0.001), and AI-driven data analytics improve leadership effectiveness (β = 0.65, p < 0.001). Qualitative findings corroborated these results, highlighting increased innovation and emphasizing ethical considerations regarding employee trust and job security. Despite limitations such as potential biases in secondary data and generalization challenges, the study underscores the need for ethical frameworks in AI adoption to mitigate negative impacts on employees. Future research should explore longitudinal effects, cross-cultural variations, and industry-specific dynamics. The AI-IOB Model offers a robust framework for understanding AI's multifaceted impact on organizational behavior, providing valuable insights for navigating AI integration.

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The relevance of vision sharing and innovative behavior on transformational leadership, charismatic influence and organizational citizenship behavior (OCB)

Cited by 2 publications

References 61 publications

Citizenship behaviors against organizational interests: perceived follower support and supervisor competence uncertainty

Citizenship behaviors against organizational interests: perceived follower support and supervisor competence uncertainty

Ethical Integration of AI into Organizational Behavior: Introducing the AI-IOB Model

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