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Psychological identification with job: a leadership-OCB mediator

Kwasi Dartey-Baah (Department of Organisation and Human Resource Management, University of Ghana Business School, Accra, Ghana)
Seth Ayisi Addo (Department of Organisation and Human Resource Management, University of Ghana Business School, Accra, Ghana)

International Journal of Organizational Analysis

ISSN: 1934-8835

Publication date: 8 July 2019

Abstract

Purpose

This study aims to examine influence of transformational and transactional leadership styles on employees’ organisational citizenship behaviours (OCBs), as well as the mediating role of job involvement in the Ghanaian hospitality industry.

Design/methodology/approach

Data were gathered from 258 employees in some selected hotels and restaurants in the Greater Accra Region of Ghana through a survey and analysed using covariance-based structural equation modelling.

Findings

The results indicated that both leadership styles influenced employees’ OCBs positively. Furthermore, job involvement positively influenced OCB and mediated between transformational leadership and OCB but not between transactional leadership and employees’ OCBs.

Practical implications

The study reaffirms the importance of employees’ OCBs and recommends that hotels and restaurants must encourage their supervisors to exhibit more transformational leadership behaviours (motivational, inspirational and visionary behaviours), as well as a combination of transformational and transactional leadership behaviours which can influence their employees to go beyond formal requirements, and get more involved in their jobs to the benefit of the organisations.

Originality/value

This study reveals the extent to which internal motivations of employees, specifically their job involvement, causes their extra-role behaviours and influences the leaders–OCB relationships from a developing country perspective.

Keywords

Citation

Dartey-Baah, K. and Addo, S.A. (2019), "Psychological identification with job: a leadership-OCB mediator", International Journal of Organizational Analysis, Vol. 27 No. 3, pp. 548-565. https://doi.org/10.1108/IJOA-10-2017-1262

Publisher

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Emerald Publishing Limited

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