Academic journal article Asian Social Science

An Exploration of Supervisory Satisfaction as a Mediator Variable in Organisational Citizenship Behaviour

Academic journal article Asian Social Science

An Exploration of Supervisory Satisfaction as a Mediator Variable in Organisational Citizenship Behaviour

Article excerpt

1. Introduction and Objective of the Study

The purpose of this research is to determine the transformational leadership styles on subordinates' organisational citizenship behaviour (OCB). Supervisory satisfaction is explored closely as a mediator on OCB. This research rationale is to explore the relationship between these variables and not on specific organisational citizenship problems that Malaysian organisations are facing. Extensive literature has shown that leadership styles has the greatest impact on subordinate's response to work condition, thus, it is an important predictor. Although leadership style and organisational citizenship behaviour has been examined in the past (Wang, Law, Hackett, Wang & Chen, 2005; Ehrhart, 2004; MacKenzie, Podsakoff& Rich, 2001; Schlechter & Engelbrecht, 2006; Boerner, Eisenbeiss, & Griesser, 2007; Bass, Avolio, Jung, & Berson, 2003; Podsakoff, MacKenzie, & Bommer, 1996; Goodwin, Wofford, & Whittington, 2001), there has been little research done in determining the role of supervisory satisfaction as a mediator.

Malaysia is the choice of location for the study due to the shortage of empirical work which explores supervisory satisfaction on the relationship between leadership styles and OCB. This research attempts to add knowledge in the Malaysian context with regards to the literature surrounding organisational behavior.

This study seeks to answer the following research questions:

* What is the direct and indirect effect of leadership styles on subordinates' organisational citizenship behaviour?

* How does supervisory satisfaction mediate the relationship between leadership styles and organisational citizenship behaviour?

2. Theoretical Framework and Literature Review

An examination of the literature was done to outline and elaborate the interactions among the three variables: leadership styles, supervisory satisfaction and OCB.

2.1 Leadership Styles

Past researches have extensively studied transactional leadership as the core component of effective leadership behaviour in organisations. This was prior to the introduction of transformational leadership theory into the literature (Bass, 1985; Burns, 1978; House, 1977). Transactional leadership is based on exchange relationship where subordinates agreed with, accepted, or complied with the superior in exchange for rewards, resources or the avoidance of disciplinary action (Podsakoff, Todor & Skov, 1982; Podsakoff, MacKenzie, Moorman, & Fetter, 1990). More recently, much empirical work has focused on transformational leadership, in particular on the extent to which transformational leadership augments the effect of transactional leadership in explaining various outcomes such as leader effectiveness (Hater & Bass, 1988), subordinate satisfaction (Seltzer & Bass, 1990) and subordinate effort (Bass, 1985). These earlier studies are of particular relevant for this research as the existing literature suggests that (1) transactional and transformational leaders elicit different patterns of follower conformity (Kelman, 1958; Howell, 1988; Tichy & Devanna, 1986). This emergent genre of leadership study advocates that transformational leaders can motivate followers to perform beyond the normal call of duty.

2.2 Organisational Citizenship Behaviour (OCB)

Bateman and Organ (1983) introduced the construct of OCB by drawing upon Katz and Kahn's (1966) super role behavior. Some examples of OCB are accepting extra duties and responsibilities at the workplace, helping other subordinates with their work, offering to work overtime when the need arises (Masterson, Lewis, Goldman, & Taylor, 1996; Organ, 1988). The field of organisational behavior and social psychology has focus attention in determining why such individuals engage in OCB (Brief & Motowidlo, 1986; McNeely & Meglino, 1994) where most past research on OCB has been focued on organisational performance, effects of OCB on individuals and leadership behavior (Bolino, Turnley, & Bloodgood, 2002; Podsakoff, MacKenzie, Pain, & Bachrach, 2000). …

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