Hostname: page-component-78c5997874-lj6df Total loading time: 0 Render date: 2024-11-10T07:29:09.707Z Has data issue: false hasContentIssue false

Social power as a means of increasing personal and organizational effectiveness: The mediating role of organizational citizenship behavior

Published online by Cambridge University Press:  02 February 2015

Ajay K Jain
Affiliation:
Department of Human Behavior and Organizational Development, Management Development Institute, Sukhrali, Gurgaon, India
Sabir I Giga
Affiliation:
Division of Service Development and Improvement, School of Health Studies, University of Bradford, Bradford, UK
Cary L Cooper
Affiliation:
Lancaster University Management School, Lancaster University, Lancaster, UK

Abstract

This study focuses on to explore the impact of social power on organizational citizenship behavior (OCB) and the role of OCB as a mediator of the relationship between social power and personal and organizational effectiveness. Data were collected by administering self rated questionnaires to male middle-level executives (N = 250) in face to face conditions from motor cycle manufacturing organisations based in northern India. The mediator analysis (by using AMOS) showed that all the fit indexes were in the acceptable range which indicates that OCBs have mediated significantly between social power and effectiveness. Other results as analyzed through multiple regression analysis showed the significant impact of social power on the dimensions of OCB and effectiveness as it was hypothesized. The study suggests the potential benefits of using positive forms of social power by supervisors as part of their managerial style in order to enhance OCBs and in turn increase personal and organizational effectiveness. This study advances the research on the concept of OCB and social power in an Indian work context.

Type
Research Article
Copyright
Copyright © Cambridge University Press and Australian and New Zealand Academy of Management 2011

Access options

Get access to the full version of this content by using one of the access options below. (Log in options will check for institutional or personal access. Content may require purchase if you do not have access.)

References

Allport, F. H. (1934). The j-curve hypothesis of conforming behavior. Journal of Social Psychology, 5, 141183.Google Scholar
Avey, J. B., Luthans, F., & Youssef, C. M. (2010). The additive value of positive psychological capital in predicting work attitudes and behaviors. Journal of Management, 36(2), 430.Google Scholar
Avolio, B. J., Reichard, R. J., Hannah, S. T., Walumbwa, F. O., & Chan, A. (2009). A meta-analytic review of leadership impact research: Experimental and quasi-experimental studies. Leadership Quarterly, 20, 764784.Google Scholar
Baron, R. M., & Kenny, D. A. (1986). The moderator-mediator variable distinction in social psychological research: Conceptual, strategic, and statistical considerations. Journal of Personality & Social Psychology, 51, 11731182.Google Scholar
Bateman, T. S., & Organ, D. W. (1983). Job satisfaction and the good soldier: The relationship between affect and employee ‘citizenship’. Academy of Management Journal, 37, 299322.Google Scholar
Blau, P. (1964). Exchange and power in social. New York: Wiley.Google Scholar
Bolino, M. C. (1999). Citizenship and impression management: Good soldiers or good actors? Academy of Management Review, 24(1), 8298.Google Scholar
Bolino, M. C., Turnley, W. H., & Bloodgood, J. M. (2002). Citizenship behavior and the creation of social capital in organizations. Academy of Management Review, 27(4), 505522.Google Scholar
Bolino, M. C., Varela, J. A., Bande, B., & Turnley, W. H. (2006). Journal of Organizational Behavior, 27(3), 281.Google Scholar
Bowler, W., & Brass, D. J. (2006). Relational correlates of interpersonal citizenship behavior: A social network perspective. Journal of Applied Psychology, 91(1), 7.Google Scholar
Brauer, M., & Bourhis, R. Y. (2006). Social power. European Journal of Social Psychology, 36, 601616.Google Scholar
Busch, P. (1980). The sales ‘managers’ bases of social power and influence upon the sales force. Journal of Marketing, 44, 91101.Google Scholar
Cameron, K. S. (1981). Domain of organizational effectiveness in universities and colleges. Academy of Management Journal, 24, 2547.Google Scholar
Carson, P. P., Carson, K. D., & Roe, C. W. (1993). Social power bases: A meta-analytic examination of inter-relationships and outcomes. Journal of Applied Social Psychology, 23, 11501169.Google Scholar
Chattopadhyay, P. (1999). Beyond direct and symmetrical effects: The influence of demographic dissimilarity on organizational citizenship behavior. Academy of Management of Journal, 42, 273287.Google Scholar
Churchill, G. A. Jr., Ford, N. M., Hartley, S. W., & Walker, O. C. Jr. (1985). The determinants of salesperson performance: A meta-analysis. Journal of Marketing Research, 22, 103118.Google Scholar
Cropanzano, R., Rupp, D. E., Mohler, C. J., & Schminke, M. (2001). Three roads to organizational justice. In Ferris, J. (Ed.), Research in personnel and human resource management (p. 20). Greenwich, CT: JAI Press.Google Scholar
Daft, R. L. (2004). Organization theory and design (8th ed.). Stamford, CT: Thomson South Western.Google Scholar
Deci, E. L. (1980). The psychology of self-determination. Lexington, MA: Lexington Books.Google Scholar
Donaldson, T., & Preston, L. E. (1995). “The Stakeholder Theory of the Corporation: Concepts, Evidence, and Implications”. Academy of Management Review (Academy of Management) 20(1): 71Google Scholar
Fahr, J., Podsakoff, P. M., & Organ, D. W. (1990). Accounting for organizational citizenship behavior: Leader fairness and task scope versus satisfaction. Journal of Management, 16, 705722.Google Scholar
Fiol, C. M., O'Connor, E. J., & Aguinis, H. (2001). All for one and one for all? The development and transfer of power across organizational levels. Academy of Management Review, 26, 224242.Google Scholar
French, J. R. P. Jr., & Raven, B. H. (1959). The bases of social power. In Cartwright, D. (Ed.), Studies in social power (pp. 150167). Ann Arbor, MI: Institute of Social Research.Google Scholar
Frost, P. J., & Mahoney, J. A. (1976). Goal setting and the task processes. Organizational Behavior and Human Performance, 17, 328350.Google Scholar
Gelfand, M. J., Leslie, L. M., & Fehr, R. (2008). To prosper organizational psychology should adopt a global perspective. Journal of Organizational Behaviour, 29, 493517.Google Scholar
George, J. M. (1991). State or trait: Effects of positive mood on prosocial behaviors at work. Journal of Applied Psychology, 76, 299307.Google Scholar
Grant, A. M., & Mayer, D. M. (2009). Good soldiers and good actors: Prosocial and impression management motives as interactive predictors of affiliative citizenship behaviors. Journal of Business and Psychology, 24(4), 409.Google Scholar
Hardy, C., & Clegg, S. R. (1996). Some dare call it power. In Clegg, S. R., Hardy, C., & Nord, W. R. (Eds.), Handbook of organization studies (pp. 622641). London: Sage.Google Scholar
Hoel, H., & Giga, S. I. (2006). Destructive interpersonal Conflict in the work place. The effectiveness of management interventions. Funded project of British Occupational Health Research Foundation submitted to Manchester Business School, The University of Manchester.Google Scholar
Hofstede, G., & McCrae, R. R. (2004). Personality and culture revisited: Linking traits and dimensions of culture. Cross-Cultural Research, 38(1), 5288.Google Scholar
Howard, N. (1993). The role of emotions in multi organizational decision making. Journal of the Operational Research Society, 44(6), 613623.Google Scholar
Hui, C., Law, K. S., & Chen, Z. X. (1999). A structural Equation model of the effects of negative affectivity, Leader member exchange, and perceived job mobility on In-role and Extra-role performance: A chinese case', Organizational Behavior and Human Decision Processes, 77(1), 321.Google Scholar
Ivancevich, J., & Donnelly, J. (1970). Leader influence and performance. Personnel Psychology, 23, 539549.Google Scholar
Johnson, S. K., Holladay, C. L., & Quinones, M. A. (2009). Organizational citizenship behavior in performance evaluations: Distributive justice or injustice? Journal of Applied Psychology, 94(4), 900.Google Scholar
Karambayya, R. (1990). Context for organizational citizenship behavior: Do high performing and satisfying units have better citizens. Unpublished Paper, York University, Ontario.Google Scholar
Konovsky, M. A., & Organ, D. W. (1996). Dispositional and contextual determinants of organizational citizenship behavior. Journal of Organizational Behavior, 17, 253266.Google Scholar
Koys, D. J. (2001). The effects of employee satisfaction organizational citizenship behavior and turnover on organizational effectiveness: A unit-level longitudinal study. Personnel Psychology, 54, 101114.Google Scholar
Lester, S. W., Meglino, B. M., & Korsgaard, M. A. (2008). The role of other orientation in organizational citizenship behavior. Journal of Organizational Behavior, 29(6), 829.Google Scholar
Lewin, A. Y., & Minton, J. W. (1986). Determining organizational effectiveness another look and agenda for research. Management Science, 32, 514538.Google Scholar
Li, N., Liang, J., & Crant, J. M. (2010). The role of proactive personality in job satisfaction and organizational citizenship behavior: A relational perspective. Journal of Applied Psychology, 95(2), 395.Google Scholar
Lin, C. P., Hung, W. T., & Chiu, C. K. (2008). Being good citizens: Understanding a mediating mechanism of organizational commitment and social network ties in OCBs. Journal of Business Ethics, 81(3), 561.Google Scholar
LiPine, J. A., Hanson, M. A., Borman, W. C., & Motowidlo, S. J. (2000). Contextual performance and team-work: Implication for staffing. In Ferris, G. & Rowland, K. M. (Eds.), Research in personnel and human resource management (pp. 5390). Stamford, CT: JAI Press.Google Scholar
Luthans, F., & Youssef, C. M. (2007). Emerging positive organizational behavior. Journal of Management, 33(3), 321.Google Scholar
MacKenzie, S. B., Podsakoff, P. M., & Rich, G. A. (2001). Transformational and transactional leadership and salesperson performance. Academy of Marketing Science Journal, 29(2), 115134.Google Scholar
Moorman, R. H., & Blakely, G. L. (1995). Individualism-collectivism as an individual difference predictor of organizational citizenship behavior. Journal of Organizational Behavior, 16, 127142.Google Scholar
Moorman, R. H., Blakely, G. L., & Niehoff, B. P. (1998). Does organizational support mediate the relationship between procedural justice and organizational citizenship behavior? Academy of Management Journal, 41, 351357.Google Scholar
Moorman, R. H., Niehoff, B. P., & Organ, D. W. (1993). Treating employees fairly and organizational citizenship behavior: Sorting the effects of job satisfaction, organizational commitment, and procedural justice. Employee Responsibilities and Rights Journal, 6, 209225.Google Scholar
Motowidlo, S. J., Borman, W. C., & Schmit, M. J. (1997). A theory of individual differences in task and contextual performance. Human Performance, 10, 7183.Google Scholar
Mowday, R. T. (1978). The exercise of up-ward influence in organizations. Administrative Science Quarterly, 23, 137156.Google Scholar
Mudler, M. (1971). Power equalization through participation. Administrative Science Quarterly, 16, 3138.Google Scholar
Nahapiet, J., & Ghoshal, S. (1998). Social capital intellectual capital and the organizational advantage. Academy of Management Review, 23, 242266.Google Scholar
Nunnally, J. C. (1978). Psychometric Theory. New York, McGraw Hill.Google Scholar
Organ, D. W. (1988). Organizational citizenship behavior: The good soldier syndrome. Lexington, MA: Lexington Books.Google Scholar
Organ, D. W. (1997). Organizational citizenship behavior: Its construct clean up time. Human Performance, 10, 8598.Google Scholar
Organ, D. W., & Konovsky, M. (1989). Cognitive and affective determinants of organizational citizenship behavior. Journal of Applied Psychology, 74, 157164.Google Scholar
Organ, D. W., & Ryan, K. (1995). A meta-analytic review of attitudinal and dispositional predictors of organizational citizenship behavior. Personnel Psychology, 48, 775802.Google Scholar
Pennings, P. S., & Goodman, J. M. (1977). Towards a workable framework. In Pennings, P. S. & Goodman, J. M. (Eds.), New perspectives on organizational effectiveness (pp. 146184). San Francisco: Jossey-Bass.Google Scholar
Podsakoff, P. M., Ahearne, M., & MacKenzie, S. B. (1997). Organizational citizenship behavior and the quantity and quality of work group performance. Journal of Applied Psychology, 82, 262270.Google Scholar
Podsakoff, P. M., MacKenzie, S. B., & Bommer, W. H. (1996). Transformational leader behaviours and substitutes for leadership as determinants of employee satisfaction, commitment, trust, and organisational citizenship behaviours. Journal of Management, 22, 259298.Google Scholar
Podsakoff, P. M., Mackenzie, S. B., Moorman, R. H., & Fetter, R. (1990). Transformational leader behaviors and their effects on followers' trust in leader, satisfaction, and organizational citizenship behaviors. Leadership Quarterly, 1, 107142.Google Scholar
Podsakoff, P. M., MacKenzie, S. B., Paine, B., & Bachrach, D. (2000). Organizational citizenship behavior: A critical review of the theoretical and empirical literature and suggestions for future research. Journal of Management, 26(3), 513563.Google Scholar
Rotundo, M., & Sackett, P. R. (2002). The relative importance of task citizenship and counterproductive performance to global ratings of job performance: A policy capturing approach. Journal of Applied Psychology, 87(1), 6680.Google Scholar
Sheley, K., & Shaw, M. E. (1979). Social power: To use or not to use? Bulletin of Psychonomic Society, 13, 257260.Google Scholar
Singh-Sengupta, S. (1995). Measure of bases of power. In Sinha, J. B. P. (Ed.), The cultural context of leadership and power (pp. 230233). New Delhi: Sage.Google Scholar
Sinha, A. K. (1992). Measures of some organizational variables. Unpublished manuscript. Department of Humanities and Social Sciences Indian Institute of Technology, Kanpur, India.Google Scholar
Smith, C. A., Organ, D. W., & Near, J. P. (1983). Organizational citizenship behavior: Its nature and antecedents. Journal of Applied Psychology, 68, 655663.Google Scholar
Speckman, R. E. (1979). Influence and information: An exploratory investigation of the boundary role person's basis of power. Academy of Management Journal, 22, 104117.Google Scholar
Student, K. R. (1968). Supervisory influence and group performance. Journal of Applied Psychology, 52, 188194.Google Scholar
Suls, J., & Wheeler, L. (2000). A selective history of classic social comparison theory and neo social comparison theory. In Suls, J. & Wheeler, L. (Eds.), Handbook of social comparison: Theory and research (pp. 322). New York: Kluwer Academic/Plenum Publishers.Google Scholar
Sutton, R. I., & Ford, L. H. (1982). Problem solving adequacy in hospital subunits. Human Relations, 35, 675701.Google Scholar
Tusi, A. (1990). An multiple constituency model of effectiveness: An empirical examination at the human resource subunit level. Administrative Science Quarterly, 35, 458483.Google Scholar
Van de Vijver, F., & Hambleton, R. (1996). Translating tests: Some practical guidelines. European Psychologist, 1, 8999.Google Scholar
Van Dijke, M., & Poppe, M. (2003). Preferred changes in power differences: Effects of social comparison in equal and unequal power relations. Journal of Experimental Social Psychology, 39, 149160.Google Scholar
Van Dijke, M., & Poppe, M. (2004). Social comparison of power: Interpersonal versus intergroup effects. Group Dynamics, 8, 1326.Google Scholar
Van Dijke, M., & Poppe, M. (2006). Striving for personal power as a basis for social power dynamics. European Journal of Social Psychology, 36, 537556.Google Scholar
Van Dyne, L., Graham, J. W., & Dienesch, R. M. (1994). Organizational citizenship behavior: Construct redefinition measurement and validation. Academy of Management Journal 37(4), 765802.Google Scholar
Van Dyne, L., & LePine, J. A. (1998). Helping and voice extra role behavior: Evidence of work. Journal of Applied Psychology, 76, 299307.Google Scholar
Walz, S. M., & Niehoff, B. P. (2000). Organizational citizenship behaviors: Their relationship to organizational effectiveness. Journal of Hospitality and Tourism Research, 24, 301319.Google Scholar
Wayne, S. J., Shore, L. M., & Liden, R. C. (1997). Perceived organizational support and leader member exchange: A social exchange perspective. Academy of Management Journal, 40, 82111.Google Scholar
Zagenczyk, T. J., Gibney, R., Murrell, A. J., & Boss, S. R. (2008). Friends don't make friends good citizens, but advisors do. Group & Organization Management, 33(6), 760.Google Scholar
Zhang, M., Zheng, W., & Wei, J. (2009). Sources of social capital: Effects of altruistic citizenship behavior and job involvement on advice network centrality. Human Resource Development Quarterly, 20(2), 195.Google Scholar