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The purpose of this study is to investigate the impact of person-organization (PO) fit on work engagement (WE). The paper also explores the relationships among WE, organization citizenship behavior-individual (OCBI) and organization citizenship behavior-organization (OCBO). Lastly, the study analyzes the mediating effect of WE between PO fit and OCBI/OCBO.

For this purpose, a questionnaire has been designed and survey data has been collected from 280 frontline employees of private banks in Pakistan. The partial least squares–structural equation modeling (PLS-SEM) technique has been employed to analyze the data and for testing the study hypotheses.

Findings show the positive relationship of PO fit with WE, and the positive relationship of WE with OCBI/OCBO. It is also seen that WE mediate the relationship between PO fit and OCBI/OCBO.

No prior study tests the mediation of WE between PO fit and OCBI/OCBO. Further, organization citizenship behavior (OCB) has mostly been studied as a single construct; however, the current study discussed the individual and organizational aspects of OCB with PO fit and WE.

Past research has generally associated organizational citizenship behavior (OCB) with positive individual and organizational outcomes, paying little attention to its possible costs for individuals. Drawing from the conservation of resource theory (COR), the purpose of this paper is to address this gap by developing an integrative framework that simultaneously investigates the potential costs and benefits of OCB for individuals. In addition, the paper also investigates the down-streaming effects of OCB on workplace well-being (job satisfaction and affective commitment) favorably via psychological well-being and unfavorably via role overload.

A sample of 566 employees working in private sector banks in India was collected by using multi-stage random sampling approach. Structural equation modeling (SEM) was used to test the hypothesized relationships. Parallel mediation regression analysis was used for ascertaining the specific indirect effects of the two parallel mediators.

Results indicate that OCBs targeted toward co-workers (OCBI), organization (OCBO) and customers (OCBC) were positively associated with psychological well-being. Simultaneously, OCBO was found to be positively associated with higher role overload. Further, psychological well-being and role overload mediated the effect of various dimensions of OCB on employees’ workplace well-being.

The study contributes to the existing literature by investigating both the beneficial and detrimental effects of various dimensions of OCB into one theoretical framework. By doing so, the study attempts to bridge the gap in the literature by linking these two divergent streams of research, i.e. whether OCB is beneficial or costly for individuals.

The purpose of this paper is to examine the effect of ethical leadership on followers’ organizational citizenship behavior (OCB) and turnover intention and to examine the mediating role of intrinsic motivation in the relationships.

The study employed a quantitative research method with a sample of 351 supervisor–subordinate dyads in three large public universities in the Kurdistan Region of Iraq. The statistical analysis was conducted using Statistical Package for Social Science software, through multiple regression analyses to test the research hypotheses.

The results indicated that ethical leadership positively related to OCB and negatively related to turnover intentions. The results also showed that intrinsic motivation fully mediates the relationship between ethical leadership, OCB, and turnover intentions.

This study recognized the gap in the literature, and it contributes to the body of knowledge through an examination of the mediating role of intrinsic motivation between ethical leadership, OCB and turnover intention, relying on the cognitive evaluation theory.

Based on the conservation of resource (COR) theory, this study investigates the association between the perception of organizational politics and organizational citizenship behavior (OCB) while considering the mediating role of knowledge hiding and moderating role of political skill in this process.

Data were collected in a time-lagged survey in two waves with a three-week interval from frontline employees and their peers working in private sector banks in India. The hypothesized relationships were ascertained using the PROCESS macro for SPSS.

The results revealed a negative association between the perception of organizational politics and OCBs targeted at co-workers (OCBI), organization (OCBO) and customers (OCBC), both directly and indirectly, via knowledge hiding. Additionally, the negative indirect effect of the perception of organizational politics on OCB facets, via knowledge hiding, is buffered for individuals with high levels of political skill.

The current study portrays a more comprehensive understanding of the dynamics between the perception of organizational politics and OCB, with a particular emphasis on identifying the unidentified factors that may impact this liaison.

Stress issues are a major concern for public organisations, especially in law enforcement. Organisational context is to blame for high levels of stress and low performance. Thus, the purpose of this paper is twofold. First, the authors aim to understand how one contextual variable – organisational stressors that emanate from the police station’s characteristics – affect organisational citizenship behaviour (OCB). The second research aim is to assess how promoting trust in the police station can help mitigate the negative effects of these stressors. Based on the job demands – resources framework, the model posits that organisational stressors initiate a health-impairment process through an emotional-exhaustion climate, that can ultimately damage collective OCBs. The authors also propose that fostering a trust climate, as job resource, buffer the undesirable and negative impact of organisational stressors on exhaustion climate and collective OCB.

The paper opted for a quantitative study. Based on a sample of 718 police officers from 70 French Police stations, the authors follow the procedure outlined by Preacher (2013) to test the moderated-mediation model.

The study show that organisational stressors initiate a health-impairment process through an emotional-exhaustion climate, that can ultimately damage collective OCBs. The authors also demonstrate that fostering a trust climate, as job resource, will not decrease negative effects of organisational stressors but only contained them. Low-trust climate and moderate trust climate will, on the contrary, amplified the negative effects of these organisational stressors.

This paper fulfils an identified need to study stressors-strain-performance relationship at the collective level in a large sample of police officers. The paper includes implications for the development of interventions at the collective level.

The purpose of this paper is to use a model to broaden the understanding of the organizational citizenship behavior (OCB) phenomenon in educational teams and examines team OCB’s mediating role in the relation of the contextual variables of team justice climate (distributive justice, procedural justice, interpersonal justice) to team psychological capital (PsyCap) and team innovation.

Data were collected through a survey consisting of validated scales. The sample covered 78 disciplinary teams, 78 coordinators and 13 school principals at 13 junior-high schools.

The PROCESS test confirmed the mediating role of team OCB, showing positive relations between team procedural justice and team PsyCap and team OCB, and also between team OCB and team innovation.

By taking a team perspective, the findings offer evidence that despite the usual approach treating OCB as an individual phenomenon; it may be regarded as shared norms of behaviors at the team level.

The team-level approach may urge principals and other educational leaders to realize that teachers’ willingness to invest extra effort in school is mainly the result of an appropriate team context, which can be shaped and developed.

The present study explored team OCB by from a context perspective. This is important because to date most studies on OCB in schools have focused on teacher OCB as an individual phenomenon, disregarding its contextual nature.

The authors test the daily perceived supervisor support (PSS) to job engagement relationship with respect to employees' extra-role displays. Additionally, the authors propose employees' turnover intentions (TIs) to minimize these indirect effects when high.

In Study 1, employees in a field sample responded to a repeated survey spanning ten days to test the proposed model. Study 2, then, used a scenario-based experiment with online panelists as a further test of the model.

Daily job engagement was found to mediate the relationships of daily PSS with OCBI, where high TI reduced this indirect effect in Study 1. Similar indirect and conditional indirect effects were supported for OCBI and OCBO likelihood in Study 2.

The paper highlights the importance of supervisors' ongoing supportive behaviors extended to their subordinates along with an awareness of employees' TI behavioral signals.

This study adds to research examining the reinforcing nature of PSS on employees' engagement and subsequent citizenship behavior. It also offers a potential boundary condition to such indirect effects by proposing TI as influencing such daily motivational effects.

Utilizing organizational support theory, the purpose of this paper is to examine the mediation effect of perceived organizational support (POS) on the relationship between ethical leadership and citizenship behavior, and investigate the moderating effect of ethnic dissimilarity in the research model.

Using a self-administered questionnaire, data were collected from 294 academics of private universities in China, Malaysia and Thailand. The collected data were analyzed using partial least squares path modeling technique on R platform.

The study found that ethical leadership is significantly and positively related to POS, which, in turn, related to both distinct dimensions of organizational citizenship behaviors – individual and organization. However, further analysis reveals that ethnic dissimilarity does moderate the hypothesized relationships in the research model, in which POS is found to have a mediation effect in the heterogeneous sample but not in the homogeneous sample in terms of ethnic dissimilarity.

To the best knowledge of the researchers, this study is among the first few research works examining the interrelationships of ethical leadership, POS, and citizenship behavior in terms of individual and organizational. Moreover, this is one of the earliest studies to examine the concepts in two different samples in terms of ethnic dissimilarity.

The paper aims to investigate the antecedents of taking charge, an extra‐role behavior (ERB) directed at challenging the status‐quo.

The hypotheses were tested using regression analysis on data obtained by surveying 211 employees in one work organization.

Support was found for the distinctiveness of taking charge, a type of ERB that challenges the status‐quo, from traditional ERB, such as organization‐directed and individual‐directed organizational citizenship behaviors (OCBO, OCBI, respectively), and from in‐role behaviors (IRB). In addition, individual‐related factors, such as propensity to trust, employee exchange ideology, and their interaction, predict taking charge. Supervisor‐related factors, such as output control by the direct manager, are also significant predictors.

Practitioners interested in interventions to enhance taking charge behaviors can rely on these findings by either selecting employees (based on the employees' propensity to trust and exchange ideologies) or by providing appropriate organizational controls.

The findings are valuable for those engaged in theory building and testing and for practitioners. From a theoretical perspective, the paper proposes and tests novel predictors of taking charge on a sample of administrative and line employees. In addition, if the results are properly validated in other organizational contexts, practitioners can use these ideas to design specific interventions.

This research aims to explore the influence of leadership skills (technical, human and conceptual) on organisational citizenship behaviour (OCB) with the mediating role of organisational culture in Vietnamese libraries.

A quantitative methodology was selected to achieve the objective of this research. Data were gathered through paper/pencil surveys from 201 participants working in various Vietnamese libraries. The convergent validity, consistency reliability and discriminant validity of measures were validated challenged via Stata 15.1 software. The findings of the proposed hypotheses were examined via regression analysis.

The results partially supported the hypothesis that leadership skills significantly predict OCB. Regarding the relationship between leadership skills and organisational culture, only human skill significantly affected bureaucracy culture. In turn, only bureaucracy culture significantly affected the OCB of individuals (OCBI) and OCB of organisations (OCBO). Finally, bureaucracy culture significantly mediated the relationship between human skill, OCBI and OCBO.

This study opens the scope of research on leadership skills in Vietnamese libraries by exploring three main gaps in the extant studies of leadership approach, namely, the influence of three leadership skills on OCB, the role of leadership in promoting organisational culture and the underlying mechanism through which leadership skills contribute to OCB with the mediation of organisational culture. The implications of the research are discussed.