Friday, November 1, 2019

Drawing on a range of scholarly articles, critically examine the Essay

Drawing on a range of scholarly articles, critically examine the relation between leadership and organizational citizenship b - Essay Example This behaviour is not part of the expected conduct that an individual is expected to portray prior to employment; thus, it is difficult to detect, as they are a result of the personal choice of the individual in question. This implies that organizational citizenship behavior is controlled and determined by an individual who exhibits it out of at his or her own decision and choice. The other important point about organizational citizenship behavior is that it is an effort from the employees to benefit the organization without expecting any form of reward (Shweta and Jha 2009, p.33). In spite of the definitions and explanations that label organizational citizenship behavior (OCB), there have been challenges attempting to prove that OCB is not a discretionary form of behavior, but rather can be influenced by other factors both within the organization and outside it. While evaluating the relationship between the OCB and leadership in an organization, it is crucial to avoid confounding by looking at all the other factors, other than leadership, that influence OCB and their impact on it as well. Firstly, organizational leadership shares a close relationship with OCB based on a number of leadership styles used in an organization, as well as efficiency of leadership in an organization (Lian and Tui 2012, p.60). In addition, there exist a relationship between leadership and OCB, which is based on the relationships found between leaders in an organization and their exchanges with their managers and subordinates in the organization. With this in mind, the Leader-Member exchange determines the relationship between employees, their superiors, and their employers. This is to mean that leadership styles that involve role modelling and communicating high levels of performance, as well as envisioning and invigorating employees intellectually affect organizational citizenship behaviour among the employees (Lian and Tui 2012, p.36). In such a case, the leadership style affect the ways in which employees interact with management to create an improved or poor performance willpower amongst the employees. As a result, employees OCB is affected negatively to an almost bare minimum, such that employees exercise their discretionary to flunk the organization. Therefore, the relationship between OCB and organizational leadership can be described as dependent on the state of leadership or style of leadership to influence how employees’ covert behaviour. In addition, transformational leadership behaviour is one that is known to influence this behaviour in employees as it involves direct contact between employees and management. It is through communication and motivation found in the transformational leadership style that contributes to improved OCB. This is because of the conduct of the leaders towards the employees, where they express satisfaction and appreciation for good performance. In addition, employers and leaders who have shared resources with the emplo yees, bring out the relationship between OCB and leadership. This is due to the level of personal support that employees share with the leaders, as well as time and information, which draw employees to engage in OCB readily. Studies indicate that leaders with defined job roles or

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