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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.

The purpose of this study is to investigate the relationship between inclusive leadership (IL), psychological safety (PS), affective commitment (AC) and organizational citizenship behavior (OCB) at the workplace. By understanding the sequential linkages, the research aims to provide insights for fostering a positive organizational culture that promotes employee commitment and employees’ willingness to go the extra mile for the organization.

The authors study how IL and OCB are related through PS and AC. For this purpose, cross-sectional data from 384 nursing professionals in India was collected and structural equation modeling was conducted on the same using IBM AMOS.

The study found that IL has a major impact on OCB. The study further found that perceived IL leads to PS which is associated with OCB through AC.

The study has many theoretical and practical implications. This study uses a framework that is based on Affective events theory. In a health-care environment, IL can foster AC by promoting a culture of respect, collaboration and value for diverse perspectives, which enhances health-care professionals’ emotional attachment to their work and the organization. Additionally, by encouraging open communication and a sense of belonging, IL contributes to OCB, as health-care staff are more likely to engage in discretionary behaviors that support the overall effectiveness and positive functioning of the health-care team if PS is improved, ultimately improving patient care outcomes.

To the best of the authors’ knowledge, this is one of the primary studies that looks into the sequential mechanism through which IL impacts OCB.