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The daunting task of managing knowledge workers virtually has not always yielded positive results. This empirical work discusses the impact of Virtual Leadership on Organizational Citizenship Behavior. The study investigated how Psychological Contract Violation moderates the relationship between Virtual Leadership and Organizational Citizenship Behavior.

Data was collected from 392 IT engineers working in software companies in India. The cross-sectional data was analyzed using Warp-PLS software, IBM SPSS and IBM Amos.

The results support the proposition that virtual leadership is negatively associated with Organizational citizenship behavior, at sub-dimension levels except obedience. The moderating role of psychological contract violation is also established by the results.

Virtual leaders should demonstrate collaborative behaviors to generate organizational citizenship behavior among team members. Leaders should be imparted training to enable them to adapt themselves to virtual environment. This study highlights the paradoxical nature of virtual leadership and opens the possibilities for future research.

The study is one of the first to report a negative association between Virtual leadership and Organization citizenship behavior. There is uniqueness in the use of the “Contingency theory of leadership” to explain the difficulties faced while managing a virtual team.

Drawing from social exchange theory and a collectivist cultural framework, this study explores the relationship between ethical work climate and organizational citizenship behavior, considering power distance as a potential moderator.

The study used standard scales to obtain data from 244 employees working in various private companies in India. Structural equation modeling was adopted to test the hypotheses using Analysis of Moment Structures (AMOS).

The study results show a significant relationship between ethical climate and organizational citizenship behavior. Ethical work climate influences power distance negatively. However, the results also show that power distance does not serve as a moderator between ethical work climate and organizational citizenship behavior.

Corporate leaders often expect employees to demonstrate organizational citizenship behavior, which is aimed at advancing the organization’s interests and outcomes. This study underscores the necessity for expanding the organizational vision to enhance the ethical work climate. Such an initiative not only promotes improved organizational citizenship behavior but also helps to reduce employees' perceptions of power distance within the organization.

Amid extensive literature rooted in individualistic cultures, our study explores the relationship between ethical work climate and organizational citizenship behavior within a collectivist context. This research uniquely introduces the moderating role of power distance, offering new and distinct insights into this dynamic.