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Article
Publication date: 11 May 2022

Phong Dong Nguyen, Nguyen Huu Khoi, Angelina Nhat Hanh Le and Huong Xuan Ho

Drawing upon the conservation of resources (COR) theory, this paper investigates the moderated mediation model linking benevolent leadership to organizational citizenship…

Abstract

Purpose

Drawing upon the conservation of resources (COR) theory, this paper investigates the moderated mediation model linking benevolent leadership to organizational citizenship behaviors towards the organization (OCBO) and towards individuals (OCBI) in the context of higher education. The mediating roles of leader-member exchange and affective commitment as well as the moderating roles of the two attachment styles—attachment anxiety and attachment avoidance—are also examined.

Design/methodology/approach

Data were collected from a sample of 333 university lecturers and analyzed using partial least square structural equation modeling (PLS-SEM).

Findings

The results demonstrate that leader-member exchange and affective commitment are mediating resources that help benevolent leaders motivate university lecturers to engage in two types of OCBs. Moreover, attachment anxiety and attachment avoidance act as the respective enhancer and inhibitor for the indirect effects of benevolent leadership on both OCBs through leader-member exchange. In contrast, the relationships between benevolent leadership and two types of OCBs through the mediating role of affective commitment are not contingent on the attachment styles of lecturers.

Practical implications

The findings suggest that university leaders who aim at promoting OCBs among lecturers should deploy benevolent leadership style to facilitate a positive social exchange relationship as well as foster their affective commitment. Such leadership style is especially effective in influencing lecturers who possess attachment anxiety personality traits.

Originality/value

This pioneer research develops and empirically tests a COR theory-grounded moderated mediation model pertaining to benevolent leadership and lecturers' OCBs. The findings contribute to the educational management literature by demonstrating that benevolent leadership, a crucial organizational resource, significantly motivates lecturers' voluntary and extra-role behaviors in a dynamic and contingent manner. Leader-member exchange and affective commitment are important mediating resources in the process of transforming benevolent leadership into beneficial behaviors. Further, the effectiveness of benevolent leadership largely depends on lecturers' personality traits of attachment anxiety and avoidance. These novel mediating and moderating findings demonstrate the sequential and interaction effects of various organizational and individual resources on lecturers' OCBs; thus, adding value to the COR theory's core principles, including resource caravans and resource investment behaviors.

Details

Personnel Review, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 0048-3486

Keywords

Content available
Book part
Publication date: 12 July 2011

Abstract

Details

Research in Personnel and Human Resources Management
Type: Book
ISBN: 978-0-85724-554-0

Content available
Book part
Publication date: 27 July 2012

Abstract

Details

Research in Personnel and Human Resources Management
Type: Book
ISBN: 978-1-78190-172-4

Content available
Book part
Publication date: 15 July 2009

Abstract

Details

Research in Personnel and Human Resources Management
Type: Book
ISBN: 978-1-84855-056-8

Content available
Book part
Publication date: 7 June 2010

Abstract

Details

Research in Personnel and Human Resources Management
Type: Book
ISBN: 978-0-85724-126-9

Content available
Book part
Publication date: 7 June 2010

Abstract

Details

Research in Personnel and Human Resources Management
Type: Book
ISBN: 978-0-85724-126-9

Content available
Book part
Publication date: 12 July 2011

Abstract

Details

Research in Personnel and Human Resources Management
Type: Book
ISBN: 978-0-85724-554-0

Book part
Publication date: 17 July 2007

Deborah E. Rupp, Michael Bashshur and Hui Liao

This chapter seeks to integrate and expand on the ideas presented by Cropanzano, Li, and James (this volume), Ambrose and Schminke (this volume), and Rupp, Bashshur, and…

Abstract

This chapter seeks to integrate and expand on the ideas presented by Cropanzano, Li, and James (this volume), Ambrose and Schminke (this volume), and Rupp, Bashshur, and Liao (this volume). First, it summarizes and comments on the key insights made by each set of authors. It then presents five propositions, along with some preliminary evidence supporting each: (1) employees can and do make source-based justice judgments; (2) justice treatment is directed at different targets (including individuals and groups, both internal and external to the organization); (3) global justice climate may be a useful approach to studying justice once the relationship between more specific justice climates (e.g., interunit or intraunit justice climate) is better understood; (4) it is necessary to study both general and specific justice climates to understand the unfolding of justice reactions over time; and (5) a climate for justice can be behaviorally measured and trained.

Details

Multi-Level Issues in Organizations and Time
Type: Book
ISBN: 978-0-7623-1434-8

Abstract

Details

Research in Personnel and Human Resources Management
Type: Book
ISBN: 978-1-78635-263-7

Content available
Book part
Publication date: 15 July 2009

Abstract

Details

Research in Personnel and Human Resources Management
Type: Book
ISBN: 978-1-84855-056-8

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