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This study aims to investigate the impact of leadership skills (technical, human and conceptual) on organizational citizenship behavior in Vietnamese libraries and the role of organizational culture as the mediator.

A quantitative approach was chosen to gather data from 356 participants working in various libraries in Vietnam. The validity of the measures was assessed through regression analysis and SPSS software.

The results showed that leadership skills do have a significant impact on organizational citizenship behavior, but only human skills had a significant effect on bureaucracy culture. The study also revealed that bureaucracy culture played a significant role in affecting organizational citizenship behavior of organizations. Furthermore, bureaucracy culture was found to mediate the relationship between human skill and organizational citizenship behavior of organizations.

This study makes a valuable contribution to the field by exploring the influence of three types of leadership skills on organizational citizenship behavior and the role of leadership in promoting organizational culture. The findings of this research can help organizations understand the importance of leadership skills and organizational culture in promoting good citizenship behavior among employees. The research implications are discussed and can be used to inform decision-making and future research in the field.

The purpose of this paper is to explore the usefulness and to highlight the nature of inter‐relationship(s) between service climate and job involvement in impacting customer‐focused organizational citizenship behaviors of frontline employees in a diverse cultural context, at the crossroads of East and West.

Building on organizational citizenship behavior literature, the present study in the paper involved customer‐contact personnel employed in five service industries in a Greek mid‐sized town. Questionnaires were administered in person by the researcher during regularly scheduled meetings on company premises. A total of 269 individuals were invited to participate in the study. Participation was voluntary. The response rate was 74 percent. Confirmatory factor analysis (CFA), reliability‐, correlation‐ path‐ and hierarchical regression analyses were conducted to test research hypotheses.

The findings in this paper indicate that the concept of customer‐oriented organizational citizenship behavior (CO‐OCB) is a useful construct in the Greek context. Both direct and indirect influences and interactive effects were identified. Indeed, results indicate that the relationship between job involvement and service climate in impacting CO‐OCBs is complex (moderated mediation or mediated moderation?), warranting further investigation.

The findings in the paper are limited by the sampling method and the specificity of the geographic context. It would be of interest to enhance the theoretical model by incorporating more individual, task, organizational and contextual variables.

The study in this paper demonstrates the important effects of service climate and job involvement on frontline employees' customer‐oriented organizational citizenship behaviors in Greek service organizations. Service managers should benefit from noting the links and the likely favorable outcomes for customers, employees and their organizations.

The paper provides empirical evidence of the applicability of the CO‐OCB construct in Greek service contexts and illuminates the complex nature of inter‐relationships between organizational climate for service and job involvement in predicting customer‐oriented organizational citizenship behaviors, expanding the OCB literature.

The present study aims at investigating mediating–moderating effect of job satisfaction between structural empowerment and organisational citizenship behaviour.

The study was conducted using standardised questionnaires. Responses were gathered from 178 auxiliary nurse and midwives working in primary health care centres in Chirang and Kokrajhar districts of Assam. Census method of data collection was adopted. The mediating–moderating effect of job satisfaction was assessed using the structural equation modelling.

Structural equation modelling result shows that structural empowerment has significant and positive effect on job satisfaction (0.68) and organisational citizenship behaviour (0.37). Job satisfaction has significant and positive effect on organisational citizenship behaviour (0.39). Job satisfaction significantly mediates-moderates (0.23) between structural empowerment and organisational citizenship behaviour.

Given the only female auxiliary nurse and midwives and comparatively small sample obtained in this study, no attempt should be made to generalise these findings to other nurses or organisations. All data were obtained through a self-report survey, presenting a possibility for common method bias.

Promoting structural empowerment may help medical officer (supervisor) to increase auxiliary nurse and midwives’ level of job satisfaction and promote organisational citizenship behaviour.

This is the first study conducted on the mediating–moderating effect of job satisfaction on the relationship between structural empowerment and organisational citizenship behaviour among auxiliary nurse and midwives workings in rural and semi-urban areas in Assam (India).

This research aims to determine the impact of the CEO's risk-taking tendencies and the transformational leadership style on the use of the management accounting system information, as well as the mediating impact of product creativeness and organizational citizenship behavior in this context. It also provides empirical evidence from Vietnamese enterprises.

The current research was conducted using quantitative methods. It was conducted during the ongoing Covid-19 pandemic in Vietnam. The study population is represented by all of the Vietnamese enterprises listed on stock exchanges. Therefore, an online email questionnaire was used for data collection. Specifically, 670 emails were sent to CEOs and 146 complete responses were collected (21.79% rate).

By using the partial least squares structural equation modeling (PLS-SEM), the study results show that the CEO's risk-taking tendencies and transformational leadership style have a significant positive effect on the use of the management accounting system information. Additionally, product creativeness mediates the relationship between the CEO's risk-taking tendency, and the use of the management accounting system information. Also, organizational citizenship behavior mediates the relationship between transformational leadership style and the use of the management accounting system information.

Despite attempts to overcome by GDP contribution ratio, convenience sampling tends to cause common method bias. Furthermore, small sample sizes can lead to heterogeneity and unstable estimates of the parameter. Causality issues may also arise because the model has no control variables. Therefore, later studies should take the necessary additional steps when sampling to stay consistent with the study population, possibly conducting surveys in several batches to determine the correlation between changes in variables, and allowing the ability to discover and add any necessary control variables.

This research acts as a bridge between management and management accounting, confirming the importance of this combination when efficiently using the management accounting system.

Based on the social exchange theory and the reactance theory, the purpose of this paper is to investigate the effects of workplace abuse from two sources. The study explores the linkage between abusive supervision and co-worker abuse on the targeted employee’s organizational commitment, organizational citizenship behavior and intention to quit as mediated by procedural justice. Furthermore, this study extends understanding workplace abuse consequences by investigating its effects on organizational citizenship behavior directed to individuals and organizational citizenship behavior directed to the organization.

To test the proposed hypotheses, a cross-sectional research design was used. The sample comprised 500 employees working in various private and public sector organizations in the Republic of Trinidad and Tobago. Using a split-sample approach, mediation analyses were performed on the test and validation samples.

The research results showed that procedural justice mediated the relationship between abusive supervision and affective and normative commitment, organizational citizenship behavior directed to individuals and intention to quit. Procedural justice was found to mediate the relationship between co-worker abuse and affective and normative commitment, and intention to quit.

This study extends previous academic studies on workplace abuse by comparing the effects of abusive supervision and the lesser researched source of co-worker abuse on the targeted employee’s organizational commitment, organizational citizenship behavior and intention to quit. It also reports on the effects of each source on an employee’s organizational citizenship behavior directed to individuals and organizational citizenship behavior directed to the organization, as there is limited empirical research within the workplace abuse literate on these two dimensions.

Recently, the hotel industry has increased its adoption of environmental management practices. Because the research on hotel environmental management often overlooks organizational factors, this study aims to investigate the effects of an environmental management strategy (EMS) on organizational citizenship behavior and tested the mediating roles of organizational trust and commitment in explaining those effects.

An online survey of US hotel employees yielded 373 complete responses. Data were analyzed with structural equation modeling.

EMS positively affected organizational trust and commitment, which ultimately influenced organizational citizenship behavior. Furthermore, organizational trust and commitment fully mediated the relationship between EMS and organizational citizenship behavior.

The results establish the foundation for applying EMS in organizational operations. The findings can benefit managers, as they show how hotel firms’ prosocial practices can enhance employees’ positive behaviors.

Despite the importance of employee attitudes and behaviors, little is known about the mechanism by which employees perceive the influence of an EMS on organizational citizenship behaviors. Therefore, the study examined organizational trust and commitment as mediators of the relationship between EMS and organizational citizenship behavior.

The purpose of this paper is to investigate the influence of leaders’ Theory X and Y managerial assumptions on subordinates’ attitudes and behaviors.

Military leaders (n=50) completed a questionnaire with Theory X and Y scale and their subordinates (n=150) completed a questionnaire with the scales of satisfaction with leader, affective commitment, and organizational citizenship behavior. The paper used hierarchical linear modeling to test the hypotheses.

The results indicated that the Theory Y management style is significantly and positively associated with subordinates’ satisfaction with the leader, affective commitment, and organizational citizenship behaviors. The Theory X management style had a significantly negative impact on subordinates’ satisfaction with the leader, but no significant impact on affective commitment and organizational citizenship behavior. The findings of the present study suggest that the Theory X and Y managerial assumptions are a worthwhile basis from which to examine several important organizational and individual outcomes.

The sample consisted of military personnel and were predominantly male. This may limit the generalizability of the findings.

The findings of the present study suggest that the Theory X and Y managerial assumptions are a worthwhile basis from which to examine several important organizational and individual outcomes.

Although McGregor's (1960) Theory X and Y have contributed to management and leadership thinking and practice for many years; empirical studies examining the Theory X and Y managerial assumptions in a work environment are very scarce. By examining the effect of leader's Theory X and Y managerial assumptions on follower's attitudes and behaviors, the study provides important insights for leadership literature.

The purpose of this paper is to examine the moderating role of political skill in the relationship between proactive personality and citizenship performance, as mediated by career satisfaction.

The authors collected data from a diverse sample of 356 employees, and tested a moderated mediation model, in which proactive personality and political skill jointly impact career satisfaction, which in turn impacts citizenship performance.

The results indicate that career satisfaction mediates the relationship between proactive personality and two forms of citizenship performance, citizenship toward supervisor, and job/task conscientiousness. Political skill moderates these mediated relationships such that proactive individuals who are also politically skilled are more likely to demonstrate greater citizenship toward supervisor and job/task conscientiousness via increased career satisfaction.

The study suggests that proactive employees, due to their enhanced career satisfaction, tend to demonstrate greater organizational citizenship. Such positive tendencies are enhanced when proactive employees are equipped with political skill. Limitations include the use of cross-sectional design and single source data.

Organizations and human resources managers should be aware of the importance of personal career satisfaction and interpersonal competency in building organizational citizenship. Organizations may facilitate citizenship performance by recruiting individuals high in proactive personality and political skill.

Prior research has typically considered career satisfaction as an outcome variable. The authors examine career satisfaction as an intermediate variable leading to citizenship performance. The authors also examine the contingent effect of proactive personality.

The purpose of this study is to determine to what extent there is a predictive relationship between organizational citizenship behaviors (OCB) and followership behaviors within medical organizations in the USA. This is the second part of a two-part paper. It uses a revised followership instrument and an OCB instrument to determine if there is a predictive relationship between OCB and followership behaviors.

Part 1 of this quantitative survey-based empirical study used confirmatory factor analysis on an existing instrument and exploratory factor analysis on a revised instrument. Part 2 used regression analysis to explore the predictive relationship between followership and organizational citizenship.

The overall findings of this two-part paper show that organizational citizenship has a significant predictive impact on followership behaviors.

Participants in this study work exclusively in the health care industry; future research should expand to other industries and other large organizations that have many followers but few managerial leaders.

As organizational citizenship can be developed and there is a predictive relationship between organizational citizenship and followership, organizations can develop professional development for individual followers. Managers and other leaders can learn how to develop OCB, and thus followership in several ways: onboarding, coaching, mentoring and executive development.

Part 2 of this paper demonstrates the predictive impact that OCB can have in developing high performing followers.

The purpose of this paper is to investigate the relationship between employee happiness at work and organizational citizenship behaviour in Indian private sector banks. In this study, happiness at work is represented by three constructs: job satisfaction, affective commitment and work engagement. The study also investigates whether employees’ perception of diversity management practices mediates the relationship between happiness at work and organizational citizenship behaviour.

A total of 498 responses from employees of three major private sector banks in the Delhi-NCR region were analysed to investigate relationships between dependent, independent and mediating variables by using structural equation modelling.

Happiness at work has a significant positive impact on organizational citizenship behaviour, and employees’ perception of diversity management plays a strong mediating role between the relationship of happiness at work and organizational citizenship behaviour.

Happiness at work and perception of diversity management have a significant influence on organizational citizenship behaviour of banking employees. Private sector banks in India need to make strategies for workplace happiness and diversity management so that the employees work as citizens of the bank and willingly take responsibility for extra-role behaviour along with their assigned roles.

The findings of this paper reveal that although employees may experience happiness at work represented by job satisfaction, affective commitment and work engagement, their happiness is less likely to be reflected in their organizational citizenship behaviour until they have a positive perception of the workforce diversity management practices. To the best of the authors’ knowledge, this study is unique in terms of its emphasis on the mediating role of diversity management on employees’ happiness and organizational citizenship behaviour in Indian private sector banks.