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Research has provided accumulative evidence that the willingness of teachers to invest in organizational citizenship behavior (OCB) is a fundamental component for achieving school effectiveness. However, most studies examined OCB of the individual teacher, while neglecting the fact that such behavior might grow in a context. Furthermore, educational scholars have focused almost solely on OCB of teachers, and have almost completely neglected to address the concept through a managerial prism. By taking a contextual perspective, the purpose of this paper is to postulate a positive link between leader OCB and team OCB, and suggest that organizational justice serves as a moderator in this relationship.

Data were collected through a survey from multiple sources, to avoid one-source bias. The sample included 82 schools: 82 management teams and their 82 principals, as well as 246 teachers, who were not members of management.

Results of the hierarchical regression analysis confirmed the hypotheses. The authors found a positive association between leader OCB and team OCB and revealed that this positive relationship was significant under high levels of organizational justice, but non-significant under low levels.

The importance of leader OCB in promoting team OCB can inspire the educational system to learn how to develop organizational mechanisms that encourage principals to perform citizenship behaviors and to take this component into consideration in screening processes and succession planning.

The contribution of the study is in identifying leader OCB as a key instrument that may encourage teams to invest in OCBs. To the best of the authors’ knowledge, this is the first study ever to examine the link between leader OCB and team OCB. The finding that there is a positive association between the two constructs may imply that leader OCBs contribute to the school, not only directly, by exhibiting behaviors of helping and support, but also indirectly, through the leader’s impact on his or her team’s behavior.

Organizational citizenship behaviour (OCB) holds importance for employees and employers. Although it is culturally relativistic, its definition is West-dominated. Conceptual investigations in non-Western cultures yield different dimensions of OCB. Existing OCB models lack contemporariness and reciprocity. Their perspective may be biased towards management. Practice based on such theory gives poor outcomes. To address these gaps, the authors reconceptualized OCB in the Indian context from an employee perspective.

The authors conducted a qualitative study to build an employee-centric, inductive OCB model. The authors briefed respondents about the meaning of OCB and sought descriptions of instances of OCB performed or witnessed by them. The authors collected 478 descriptions from 49 private sector employees in India. The thematic analysis developed ten themes, each an OCB component, organized into four super-themes, denoting interpersonal, individual, organizational and community orientations.

Five OCB components are new emic additions by the model: Building social relationships, emotionally mature behaviour, learning and knowledge creation, housekeeping and event management, and higher order citizenship. Organizational governance participation is absent from the model. Housekeeping and relationship building are the most appearing OCBs, while voice is the least. Findings are discussed in relation to temporal and cultural background, respondent characteristics and perspective.

Organizations can better support employee OCBs by acknowledging OCBs unique to India, investigating low proportions of voice and civic virtue in the Indian model and informing people policies with this new knowledge.

This is the first attempt to build an inductive model of OCB in India from the employee perspective, making significant contributions to organizational theory and practice.

This study aims to examine the relationships between personal (emotional intelligence, Dark Triad (DT), core self-evaluation and burnout) and situational variables (organizational justice) and organizational citizenship behavior (OCB) (supervisor report) and counterproductive work behavior (CWB) (self-report).

In total, 680 questionnaires were distributed to teachers in 20 Arab elementary schools in Northern Israel. Usable questionnaires were returned by 509 teachers (75%). The questionnaires covered emotional intelligence, DT, core self-evaluation, organizational justice, burnout, CWB and demographic characteristics. Their principals filled out questionnaires on the teachers’ in-role performance and OCB.

Results showed that CWB was mostly related to higher levels of psychopathy, lower levels of emotional intelligence (ability to use emotions) and higher levels of burnout (emotional exhaustion). OCB was related to higher levels of procedural justice, lower levels of burnout and higher levels of emotional intelligence.

Organizations should consider ways to reduce burnout, which may reduce CWB and increase perceptions of justice, thereby promoting OCB.

Two novel aspects are noteworthy. First, this study simultaneously examines both CWB and OCB to clarify the similarities and differences between them. Second, few studies have examined the correlates of CWB and OCB in Arab culture.

Without competent and talented employees, no organisation can grow and sustain for a long time. It becomes essential for every organisation to retain and satisfy the employees to achieve their predetermined organisational goals. The present study examines the mediating effect of workplace spirituality dimensions (i.e. meaningful work, compassion, transcendence, mindfulness and sense of community) in the link between job satisfaction and organisational citizenship behaviour (OCB) among managerial employees of selected manufacturing firms of Chhattisgarh state.

Correlational research design was incorporated. Employees working at managerial positions at different private manufacturing firms of Chhattisgarh state were chosen as a sample for the present study. Regression analysis and confirmatory factor analysis tools were used to analyse the primary data collected from 400 respondents.

The results revealed that all the dimensions of workplace spirituality, i.e. meaningful work, compassion, transcendence, mindfulness and sense of community, were found statistically significant and partially mediated between job satisfaction and OCB among managerial employees of Chhattisgarh. The authors discussed the results thoroughly and provided avenues for the future research.

The findings of the present research study will assist all private organisations in rethinking their employee retention and satisfaction strategies, since the presence of workplace spirituality in the organisation has a significant and beneficial impact on its environment. The current research will assist organisations in creating circumstances for OCB for employee via the introduction of workplace spirituality.

Creating spirituality in the current situation, where Covid-19 has suddenly affected all organisations around the world, would be extremely beneficial in terms of employee retention and satisfaction, which would eventually aid in the development of an environment conducive to citizenship behaviour at the workplace. However, the role of workplace spirituality as a mediator in the link between job satisfaction and OCB is innovative and has received little attention in the research community.

The present research paper aims to examine the inter-relationship between organizational justice (Henceforth termed as OJ), psychological well-being at work (henceforth termed as PWBW) and organizational citizenship behavior (henceforth termed as OCB). More specifically, this paper attempts to critically analyze the mediating role of PWBW in the relationship between OJ and OCB. The study solely focuses on nurses working at private hospitals in Kerala, who are the largest group of healthcare personnel.

Data collected from 308 nursing employees were analyzed by using statistical package for the social sciences (SPSS) software.

The outcomes of the analysis demonstrate that significant correlations exist between all the three key variables and their dimensions. Moreover, it has been found that the relationship between OJ and OCB is partially mediated by PWBW.

In the present healthcare scenario, just after the Covid-19 pandemic, there is a paramount need for the well-being of healthcare staff in order to improve the functioning of the healthcare system.

The study enabled us to develop and provide an explanation as to how social exchange relationship works between OJ and OCB.

In the time of coronavirus disease 2019 (COVID-19) epidemic, the effective leadership is what all the organisations are now requiring. Retaining and satisfying the employees in these tough times has become very difficult. In view of this, the present study attempts to investigate three objectives: first, to find out the direct effect of effective leadership on job satisfaction and organisational citizenship behaviour (OCB); second, to examine the relationship between job satisfaction and OCB and, third, to investigate whether effective leadership positively moderate and mediate the link between job satisfaction and OCB among managerial employees of private manufacturing firms of Chhattisgarh state.

Correlational research design was applied in the present study. Cluster sampling was used to finalise sample region, and simple random technique was applied to collect primary responses. Employees working at the managerial positions were chosen as participants in the present study. About 530 questionnaires were sent to the participants in which 400 responses were found useable for analysis.

The results explained a significant relation of effective leadership with job satisfaction and OCB. In addition, job satisfaction also revealed a positive correlation with OCB. The moderating and mediating effect of effective leadership in the link between job satisfaction and OCB was also noted in significant association.

Private sector enterprises were economically harmed by COVID-19's sudden arrival. This forced corporations to minimise expenses by cutting staff, production and operations. Employees felt alone, needed assistance and guidance. This research demonstrates how effective leadership may reconnect workers and boost organisational performance.

The purpose of this study is to review whether organization identification has a role of mediation and whether emotional intelligence (EI) has a role of moderating in the relationship between organizational justice perception (OJP) and organizational citizenship behavior (OCB).

In order to achieve the aim of the research, the data obtained from 388 employees of six shipyards in Yalova-Altinova Shipyards by survey technique were analyzed. To test the research hypotheses, SPSS (v22) PROCESS macro (v3.4) plugin developed by Hayes (2019) and Model 4 and Model 5 were used via the Bootstrap 5,000 sampling technique.

This study found that OJP impacts organizational identification (OI) and OCB. In addition, the research findings indicate that OI positively impacts OCB. This research reveals that OI played a mediating role in the relationship between OJP and OCB. However, the authors do not find support for the hypothesis that direct effect of OJP on OCB differs depending on the level of EI level.

The major limitation of this study is its sample that included only employees in shipyards. The results of this study will hopefully offer important insights into understanding and directing the human resources in shipyards conducting activities of construction, manufacturing, maintenance on the ships available at the center of maritime transportations.

This study draws attention to the causal relationships between the perception of OJP, OCB, OI and EI, which affect the organizational attitudes and behaviors of employees.

The purpose of this study is to investigate the moral licensing effect of other in-group members' organizational citizenship behavior (OCB) on focal employees' organizational deviance through moral self-concept. This paper also examines the moderating role of in-group identification in the mediated relationship.

The multilevel path analysis and bootstrapping technique are employed to analyze the findings of a sample of 340 employees in 56 workgroups in Vietnam.

The results demonstrate that moral self-concept mediates the positive relationship between other in-group members' OCB and focal employees' organizational deviance. Furthermore, the findings indicate that in-group identification strengthens the indirect effect of other in-group members' OCB on focal employees' organizational deviance via moral self-concept.

The findings suggest that managers should be aware of the potential negative consequences of OCB and the drawbacks of in-group identification in group contexts. In addition, practitioners should proactively prevent other in-group members' OCB from resulting in employees' organizational deviance.

This is the first study to examine the moral licensing effect of OCB on organizational deviance through the moral self-concept mechanism and the moderating role of in-group identification in this mediated relationship.

The purpose of this study was to describe and explain the relationship between job burnout (JB), organisational citizenship behaviours (OCBs) and counterproductive workplace behaviours (CWBs). The job demands-resources theory was applied to test the moderating role of perceived organisational support (POS) in the relationship shared by JB, OCBs and CWBs.

The study was conducted anonymously on a group of 253 telephone customer support services employees from companies operating in Poland. Moderation analyses for statistical verification were conducted with macro PROCESS version 3.3.

The research confirmed a significant statistical relationship between JB and all the studied variables: POS, OCBs and CWBs. It may be concluded that JB increases the probability of CWBs and decreases employee readiness for OCBs. When employees experienced POS, a reduction in tendency for counterproductive behaviours was observed, while citizenship behaviours remained unchanged. Thus, it might be concluded that POS levels off the intensity of the influence of JB on employees’ organisational behaviours.

Individuals who lack enough social resources to perform their job tasks limit their citizenship activity in the workplace within their behavioural strategy (helping, initiative, etc.). In order to protect their resources, they may also display strategies that are destructive for their organisational environment, e.g. incivility or production deviance. In the situations when the organisation and superiors provide employees with support and demonstrate concern for providing comfortable working conditions, such persons, even in the case of perceived emotional exhaustion, maintain a high level of job activity.

The combination of variables presented in the research model explains the significance of the chosen determinants of behaviours that are key from the perspective of the organisation’s effectiveness and market competitiveness. This research extends knowledge pertaining to the relationship between JB and organisational behaviours.

Drawing on the conservation of resources (COR) theory, this study aims to assess the moderating effect of the psychological contract (PC) type (relational, transactional and balanced) on the relationship between psychological contract breach (PCB) and organizational citizenship behaviours (OCBs).

The authors administered a survey to a sample of 159 nurses working in a large public hospital. To analyse the survey data, the authors used partial least squares with SmartPLS v.3.3, a variance-based structural equation modelling technique that combines principal component analysis, path analysis and regression analysis.

This study shows that nurses counteract the loss of resources following a PCB by investing more in stronger interpersonal relationships with co-workers and patients as a way to recuperate from resource loss and gain social resources. In addition, the moderating effect of the PC type reinforces the relationship between a PCB and OCB in a way that relational and balanced PC types support OCB-I positively but negatively OCB-O. Furthermore, the transactional PC does not reinforce negatively the link between PCB and OCB-I, and the negative interacting effect on the PCB and OCB-O link is only partially supported.

The study findings are grounded on a cross-sectional research design and a convenience sampling strategy.

The results highlight the relevance of human resources management practices centred on employee involvement and participatory supervision styles for ensuring OCB display at the workplace.

The results add new evidence to COR theory by highlighting the importance of social resources as a mitigator in the relationship between nurses’ PCB and OCB towards co-workers and patients (OCB-I). Hence, the OCB-I display will vary in function of the target and the moderating effect of PC type (relational, balanced or transactional).