- Teks
- Sejarah
Therefore, leadership that elicits
Therefore, leadership that elicits feelings of trust and is associated with perceptions of
procedural justice will elicit OCB in their employees.
Previous research linking supervisor behavior to OCB has been at the individual level.
The key to inducing OCB in employees is trust in the leader caused by leaders’ fair behavior.
What happens if we move to the team level? Leader fairness will still be important. But, if trust
and fairness are the keys to OCB, why not induce such feelings from a source other than the
leader? Perhaps, members of a team who engage in highly interactive tasks, where one person’s
actions are effected by and affect another person’s actions, are more likely to trust each other and
perceive fairness as a necessary norm for productive and efficient interaction on a team. If so,
they are more likely to induce OCB through effective interaction with each other. Therefore,
leadership that promotes teamwork, promotes lateral accountability among team members, and
gives power to the team will be efficient in fostering TOCB.
Podsakoff et al. (1990) proposed that transformational leadership will have a positive
effect on citizenship behavior. The defining characteristic of the transformational leader is to
inspire, and this enthusiasm can sometimes be translated into a commitment to the group. Also,
transformational leadership develops and provides vision that team members pursue together.
This vision can motivate team members to work together. Transformational leaders motivate
their followers to work for the team’s future, not only for their current jobs. The vision they
provide can facilitate teamwork among team members. In other words, team members under
transformational leaders are more likely to engage in extra-role behaviors to achieve their shared
goals or visions provided by leaders. Therefore, we hypothesize a positive relationship between
transformational leadership and TOCB and a negative relationship between transformational
leadership and TACB. We also hypothesize that transformational leadership is positively related
to job satisfaction, as previous studies have found (e.g., Bass, 1985; Hater & Bass, 1988; Howell
& Frost, 1989; Koh, Steers, & Terborg, 1995; Ross & Offermann, 1997; Sosik, 1997).
Alternatively, this leadership style may indirectly influence OCB through job satisfaction.
H2: Transformational leadership is positively related to job satisfaction.
H3
a: Transformational leadership is positively related to TOCB and negatively related
to TACB.
H3
b: Transformational leadership is indirectly, positively related to TOCB and
indirectly, negatively related to TACB.
Empowering leadership was hypothesized to be positively related with both job
satisfaction and TOCB and negatively related to TACB. First, empowering leadership is likely to
increase satisfaction because empowering leaders encourage followers to work independently,
unrestrictedly, and harmoniously with coworkers. This leadership is more likely to fit with the
changing expectation of today’s employees. They increasingly view their jobs as a means of
personal fulfillment, not just a paycheck (Sims & Manz, 1996). They increasingly expect more
control and influence over their own jobs and decision making. Empowering leadership is more
likely to meet this expectation since it emphasizes follower self-initiative.
H4: Empowering leadership is positively related to job satisfaction.
If the leader is a real empowering leader, he or she recognizes the potential of the
followers to be self-leaders as well as the importance of the team process, interaction, and
collaboration among the members in the team-based context. This recognition makes the
empowering leader emphasize teamwork, collaboration, or interaction among team members as
well as individual self-initiative in doing their work. Also, empowering leaders influence
followers to recognize the importance of teamwork, interaction, collaboration, or extra-role
behaviors which can make teamwork more harmoniously in the team-based context. Thus,
empowering leaders can increase team citizenship behaviors directly or indirectly through job
satisfaction.
H5
a: Empowering leadership is positively related to TOCB and negatively related to
TACB.
H5
b: Empowering leadership is indirectly, positively related to TOCB and indirectly,
negatively related to TACB.
Some types of leadership may not be able to promote employee satisfaction and OCB.
For instance, leaders who behave in an arbitrary and capricious way, like aversive leaders, are
less likely to develop a sense of team commitment and positive affective response from
followers. Further, aversive leaders may indeed generate active resistance that breeds TACB.
That is, we propose that aversive leader’s behaviors such as threat and intimidation may generatenegative affective response which, in turn, generates behaviors such as complaining and
withdrawal.
procedural justice will elicit OCB in their employees.
Previous research linking supervisor behavior to OCB has been at the individual level.
The key to inducing OCB in employees is trust in the leader caused by leaders’ fair behavior.
What happens if we move to the team level? Leader fairness will still be important. But, if trust
and fairness are the keys to OCB, why not induce such feelings from a source other than the
leader? Perhaps, members of a team who engage in highly interactive tasks, where one person’s
actions are effected by and affect another person’s actions, are more likely to trust each other and
perceive fairness as a necessary norm for productive and efficient interaction on a team. If so,
they are more likely to induce OCB through effective interaction with each other. Therefore,
leadership that promotes teamwork, promotes lateral accountability among team members, and
gives power to the team will be efficient in fostering TOCB.
Podsakoff et al. (1990) proposed that transformational leadership will have a positive
effect on citizenship behavior. The defining characteristic of the transformational leader is to
inspire, and this enthusiasm can sometimes be translated into a commitment to the group. Also,
transformational leadership develops and provides vision that team members pursue together.
This vision can motivate team members to work together. Transformational leaders motivate
their followers to work for the team’s future, not only for their current jobs. The vision they
provide can facilitate teamwork among team members. In other words, team members under
transformational leaders are more likely to engage in extra-role behaviors to achieve their shared
goals or visions provided by leaders. Therefore, we hypothesize a positive relationship between
transformational leadership and TOCB and a negative relationship between transformational
leadership and TACB. We also hypothesize that transformational leadership is positively related
to job satisfaction, as previous studies have found (e.g., Bass, 1985; Hater & Bass, 1988; Howell
& Frost, 1989; Koh, Steers, & Terborg, 1995; Ross & Offermann, 1997; Sosik, 1997).
Alternatively, this leadership style may indirectly influence OCB through job satisfaction.
H2: Transformational leadership is positively related to job satisfaction.
H3
a: Transformational leadership is positively related to TOCB and negatively related
to TACB.
H3
b: Transformational leadership is indirectly, positively related to TOCB and
indirectly, negatively related to TACB.
Empowering leadership was hypothesized to be positively related with both job
satisfaction and TOCB and negatively related to TACB. First, empowering leadership is likely to
increase satisfaction because empowering leaders encourage followers to work independently,
unrestrictedly, and harmoniously with coworkers. This leadership is more likely to fit with the
changing expectation of today’s employees. They increasingly view their jobs as a means of
personal fulfillment, not just a paycheck (Sims & Manz, 1996). They increasingly expect more
control and influence over their own jobs and decision making. Empowering leadership is more
likely to meet this expectation since it emphasizes follower self-initiative.
H4: Empowering leadership is positively related to job satisfaction.
If the leader is a real empowering leader, he or she recognizes the potential of the
followers to be self-leaders as well as the importance of the team process, interaction, and
collaboration among the members in the team-based context. This recognition makes the
empowering leader emphasize teamwork, collaboration, or interaction among team members as
well as individual self-initiative in doing their work. Also, empowering leaders influence
followers to recognize the importance of teamwork, interaction, collaboration, or extra-role
behaviors which can make teamwork more harmoniously in the team-based context. Thus,
empowering leaders can increase team citizenship behaviors directly or indirectly through job
satisfaction.
H5
a: Empowering leadership is positively related to TOCB and negatively related to
TACB.
H5
b: Empowering leadership is indirectly, positively related to TOCB and indirectly,
negatively related to TACB.
Some types of leadership may not be able to promote employee satisfaction and OCB.
For instance, leaders who behave in an arbitrary and capricious way, like aversive leaders, are
less likely to develop a sense of team commitment and positive affective response from
followers. Further, aversive leaders may indeed generate active resistance that breeds TACB.
That is, we propose that aversive leader’s behaviors such as threat and intimidation may generatenegative affective response which, in turn, generates behaviors such as complaining and
withdrawal.
0/5000
Therefore, leadership that elicits feelings of trust and is associated with perceptions ofprocedural justice will elicit OCB in their employees.Previous research linking supervisor behavior to OCB has been at the individual level.The key to inducing OCB in employees is trust in the leader caused by leaders’ fair behavior.What happens if we move to the team level? Leader fairness will still be important. But, if trustand fairness are the keys to OCB, why not induce such feelings from a source other than theleader? Perhaps, members of a team who engage in highly interactive tasks, where one person’sactions are effected by and affect another person’s actions, are more likely to trust each other andperceive fairness as a necessary norm for productive and efficient interaction on a team. If so,they are more likely to induce OCB through effective interaction with each other. Therefore,leadership that promotes teamwork, promotes lateral accountability among team members, andgives power to the team will be efficient in fostering TOCB.Podsakoff et al. (1990) proposed that transformational leadership will have a positiveeffect on citizenship behavior. The defining characteristic of the transformational leader is toinspire, and this enthusiasm can sometimes be translated into a commitment to the group. Also,transformational leadership develops and provides vision that team members pursue together.This vision can motivate team members to work together. Transformational leaders motivatetheir followers to work for the team’s future, not only for their current jobs. The vision theyprovide can facilitate teamwork among team members. In other words, team members undertransformational leaders are more likely to engage in extra-role behaviors to achieve their sharedgoals or visions provided by leaders. Therefore, we hypothesize a positive relationship betweentransformational leadership and TOCB and a negative relationship between transformationalleadership and TACB. We also hypothesize that transformational leadership is positively relatedto job satisfaction, as previous studies have found (e.g., Bass, 1985; Hater & Bass, 1988; Howell& Frost, 1989; Koh, Steers, & Terborg, 1995; Ross & Offermann, 1997; Sosik, 1997).Alternatively, this leadership style may indirectly influence OCB through job satisfaction.H2: Transformational leadership is positively related to job satisfaction.H3a: Transformational leadership is positively related to TOCB and negatively relatedto TACB.H3b: Transformational leadership is indirectly, positively related to TOCB andindirectly, negatively related to TACB.Empowering leadership was hypothesized to be positively related with both jobsatisfaction and TOCB and negatively related to TACB. First, empowering leadership is likely toincrease satisfaction because empowering leaders encourage followers to work independently,unrestrictedly, and harmoniously with coworkers. This leadership is more likely to fit with thechanging expectation of today’s employees. They increasingly view their jobs as a means ofpersonal fulfillment, not just a paycheck (Sims & Manz, 1996). They increasingly expect morecontrol and influence over their own jobs and decision making. Empowering leadership is morelikely to meet this expectation since it emphasizes follower self-initiative.H4: Empowering leadership is positively related to job satisfaction.If the leader is a real empowering leader, he or she recognizes the potential of thefollowers to be self-leaders as well as the importance of the team process, interaction, andcollaboration among the members in the team-based context. This recognition makes theempowering leader emphasize teamwork, collaboration, or interaction among team members aswell as individual self-initiative in doing their work. Also, empowering leaders influencefollowers to recognize the importance of teamwork, interaction, collaboration, or extra-rolebehaviors which can make teamwork more harmoniously in the team-based context. Thus,empowering leaders can increase team citizenship behaviors directly or indirectly through jobsatisfaction.H5a: Empowering leadership is positively related to TOCB and negatively related toTACB.H5b: Empowering leadership is indirectly, positively related to TOCB and indirectly,negatively related to TACB.
Some types of leadership may not be able to promote employee satisfaction and OCB.
For instance, leaders who behave in an arbitrary and capricious way, like aversive leaders, are
less likely to develop a sense of team commitment and positive affective response from
followers. Further, aversive leaders may indeed generate active resistance that breeds TACB.
That is, we propose that aversive leader’s behaviors such as threat and intimidation may generatenegative affective response which, in turn, generates behaviors such as complaining and
withdrawal.
Some types of leadership may not be able to promote employee satisfaction and OCB.
For instance, leaders who behave in an arbitrary and capricious way, like aversive leaders, are
less likely to develop a sense of team commitment and positive affective response from
followers. Further, aversive leaders may indeed generate active resistance that breeds TACB.
That is, we propose that aversive leader’s behaviors such as threat and intimidation may generatenegative affective response which, in turn, generates behaviors such as complaining and
withdrawal.
Sedang diterjemahkan, harap tunggu..
Oleh karena itu, kepemimpinan yang memunculkan perasaan kepercayaan dan berhubungan dengan persepsi
keadilan prosedural akan menimbulkan OCB pada karyawan mereka.
Penelitian sebelumnya menghubungkan perilaku supervisor OCB telah berada di tingkat individu.
Kunci untuk mendorong OCB pada karyawan adalah kepercayaan pemimpin yang disebabkan oleh perilaku adil pemimpin '.
Apa yang terjadi jika kita bergerak ke tingkat tim? Pemimpin keadilan akan tetap penting. Tapi, jika kepercayaan
dan keadilan adalah kunci untuk OCB, mengapa tidak menginduksi perasaan seperti dari sumber selain
pemimpin? Mungkin, anggota tim yang terlibat dalam tugas-tugas yang sangat interaktif, di mana satu orang
tindakan yang dilakukan oleh dan mempengaruhi tindakan orang lain, lebih cenderung untuk saling percaya dan
menganggap keadilan sebagai norma yang diperlukan untuk interaksi yang produktif dan efisien dalam sebuah tim. Jika demikian,
mereka lebih mungkin untuk menginduksi OCB melalui interaksi yang efektif dengan satu sama lain. Oleh karena itu,
kepemimpinan yang mempromosikan kerja sama tim, mempromosikan akuntabilitas lateralis antara anggota tim, dan
memberikan kekuatan untuk tim akan efisien dalam membina TOCB.
Podsakoff et al. (1990) mengusulkan bahwa kepemimpinan transformasional akan memiliki positif
berpengaruh pada perilaku kewargaan. Ciri khas pemimpin transformasional adalah untuk
menginspirasi, dan antusiasme ini kadang-kadang dapat diterjemahkan ke dalam komitmen untuk grup. Juga,
kepemimpinan transformasional mengembangkan dan memberikan visi yang anggota tim mengejar bersama-sama.
Visi ini dapat memotivasi anggota tim untuk bekerja sama. Pemimpin transformasional memotivasi
pengikut mereka untuk bekerja untuk masa depan tim, tidak hanya untuk pekerjaan mereka saat ini. Visi mereka
berikan dapat memfasilitasi kerja sama tim di antara anggota tim. Dengan kata lain, anggota tim di bawah
pemimpin transformasional lebih mungkin untuk terlibat dalam ekstra-peran perilaku untuk mencapai mereka bersama
tujuan atau visi yang diberikan oleh para pemimpin. Oleh karena itu, kami berhipotesis hubungan positif antara
kepemimpinan transformasional dan TOCB dan hubungan negatif antara transformasional
kepemimpinan dan TACB. Kami juga berhipotesis bahwa kepemimpinan transformasional secara positif terkait
dengan kepuasan kerja, seperti studi sebelumnya telah menemukan (misalnya, Bass, 1985; Hater & Bass, 1988; Howell
& Frost, 1989; Koh, Steers, & Terborg, 1995; Ross & Offermann, . 1997; Sosik, 1997)
Atau, gaya kepemimpinan ini secara tidak langsung dapat mempengaruhi OCB melalui kepuasan kerja.
H2: kepemimpinan transformasional secara positif berhubungan dengan kepuasan kerja.
H3
a: kepemimpinan transformasional secara positif berkaitan dengan TOCB dan berhubungan negatif
dengan TACB.
H3
b: kepemimpinan transformasional secara tidak langsung, positif berkaitan dengan TOCB dan
tidak langsung, berhubungan negatif dengan TACB.
kepemimpinan Memberdayakan adalah hipotesis berhubungan positif dengan kedua pekerjaan
kepuasan dan TOCB dan berhubungan negatif dengan TACB. Pertama, memberdayakan kepemimpinan cenderung
meningkatkan kepuasan karena memberdayakan pemimpin mendorong pengikutnya untuk bekerja secara independen,
tanpa dibatasi, dan harmonis dengan rekan kerja. Kepemimpinan ini lebih mungkin untuk cocok dengan
harapan mengubah karyawan saat ini. Mereka semakin melihat pekerjaan mereka sebagai sarana
pemenuhan pribadi, bukan hanya gaji (Sims & Manz, 1996). Mereka semakin mengharapkan lebih
mengendalikan dan mempengaruhi pekerjaan mereka sendiri dan pengambilan keputusan. Memberdayakan kepemimpinan adalah lebih
mungkin untuk memenuhi harapan ini karena menekankan follower inisiatif diri.
H4: memberdayakan kepemimpinan secara positif berhubungan dengan kepuasan kerja. Jika pemimpin adalah pemimpin memberdayakan nyata, ia mengakui potensi pengikut untuk menjadi diri pemimpin serta pentingnya proses tim, interaksi, dan kolaborasi di antara para anggota dalam konteks berbasis tim. Pengakuan ini membuat pemimpin memberdayakan menekankan kerja sama tim, kolaborasi, atau interaksi antara anggota tim sebagai serta individu inisiatif diri dalam melakukan pekerjaan mereka. Juga, memberdayakan pemimpin mempengaruhi pengikut untuk mengenali pentingnya kerja sama tim, interaksi, kolaborasi, atau extra-peran perilaku yang dapat membuat kerja sama tim lebih harmonis dalam konteks berbasis tim. Dengan demikian, memberdayakan para pemimpin dapat meningkatkan perilaku kewarganegaraan tim langsung atau tidak langsung melalui pekerjaan kepuasan. H5 a: Memberdayakan kepemimpinan berhubungan positif dengan TOCB dan berhubungan negatif dengan TACB. H5 b: Memberdayakan kepemimpinan adalah tidak langsung, positif berkaitan dengan TOCB dan tidak langsung, berhubungan negatif dengan TACB. Beberapa jenis kepemimpinan mungkin tidak dapat untuk mempromosikan kepuasan karyawan dan OCB. misalnya, pemimpin yang berperilaku dengan cara yang sewenang-wenang dan berubah-ubah, seperti pemimpin permusuhan, yang kurang mungkin mengembangkan rasa komitmen tim dan respon afektif positif dari pengikut . Selanjutnya, pemimpin permusuhan mungkin memang menghasilkan perlawanan aktif yang melahirkan TACB. Artinya, kami mengusulkan bahwa perilaku permusuhan pemimpin seperti ancaman dan intimidasi mungkin generatenegative respon afektif yang, pada gilirannya, menghasilkan perilaku seperti mengeluh dan penarikan.
keadilan prosedural akan menimbulkan OCB pada karyawan mereka.
Penelitian sebelumnya menghubungkan perilaku supervisor OCB telah berada di tingkat individu.
Kunci untuk mendorong OCB pada karyawan adalah kepercayaan pemimpin yang disebabkan oleh perilaku adil pemimpin '.
Apa yang terjadi jika kita bergerak ke tingkat tim? Pemimpin keadilan akan tetap penting. Tapi, jika kepercayaan
dan keadilan adalah kunci untuk OCB, mengapa tidak menginduksi perasaan seperti dari sumber selain
pemimpin? Mungkin, anggota tim yang terlibat dalam tugas-tugas yang sangat interaktif, di mana satu orang
tindakan yang dilakukan oleh dan mempengaruhi tindakan orang lain, lebih cenderung untuk saling percaya dan
menganggap keadilan sebagai norma yang diperlukan untuk interaksi yang produktif dan efisien dalam sebuah tim. Jika demikian,
mereka lebih mungkin untuk menginduksi OCB melalui interaksi yang efektif dengan satu sama lain. Oleh karena itu,
kepemimpinan yang mempromosikan kerja sama tim, mempromosikan akuntabilitas lateralis antara anggota tim, dan
memberikan kekuatan untuk tim akan efisien dalam membina TOCB.
Podsakoff et al. (1990) mengusulkan bahwa kepemimpinan transformasional akan memiliki positif
berpengaruh pada perilaku kewargaan. Ciri khas pemimpin transformasional adalah untuk
menginspirasi, dan antusiasme ini kadang-kadang dapat diterjemahkan ke dalam komitmen untuk grup. Juga,
kepemimpinan transformasional mengembangkan dan memberikan visi yang anggota tim mengejar bersama-sama.
Visi ini dapat memotivasi anggota tim untuk bekerja sama. Pemimpin transformasional memotivasi
pengikut mereka untuk bekerja untuk masa depan tim, tidak hanya untuk pekerjaan mereka saat ini. Visi mereka
berikan dapat memfasilitasi kerja sama tim di antara anggota tim. Dengan kata lain, anggota tim di bawah
pemimpin transformasional lebih mungkin untuk terlibat dalam ekstra-peran perilaku untuk mencapai mereka bersama
tujuan atau visi yang diberikan oleh para pemimpin. Oleh karena itu, kami berhipotesis hubungan positif antara
kepemimpinan transformasional dan TOCB dan hubungan negatif antara transformasional
kepemimpinan dan TACB. Kami juga berhipotesis bahwa kepemimpinan transformasional secara positif terkait
dengan kepuasan kerja, seperti studi sebelumnya telah menemukan (misalnya, Bass, 1985; Hater & Bass, 1988; Howell
& Frost, 1989; Koh, Steers, & Terborg, 1995; Ross & Offermann, . 1997; Sosik, 1997)
Atau, gaya kepemimpinan ini secara tidak langsung dapat mempengaruhi OCB melalui kepuasan kerja.
H2: kepemimpinan transformasional secara positif berhubungan dengan kepuasan kerja.
H3
a: kepemimpinan transformasional secara positif berkaitan dengan TOCB dan berhubungan negatif
dengan TACB.
H3
b: kepemimpinan transformasional secara tidak langsung, positif berkaitan dengan TOCB dan
tidak langsung, berhubungan negatif dengan TACB.
kepemimpinan Memberdayakan adalah hipotesis berhubungan positif dengan kedua pekerjaan
kepuasan dan TOCB dan berhubungan negatif dengan TACB. Pertama, memberdayakan kepemimpinan cenderung
meningkatkan kepuasan karena memberdayakan pemimpin mendorong pengikutnya untuk bekerja secara independen,
tanpa dibatasi, dan harmonis dengan rekan kerja. Kepemimpinan ini lebih mungkin untuk cocok dengan
harapan mengubah karyawan saat ini. Mereka semakin melihat pekerjaan mereka sebagai sarana
pemenuhan pribadi, bukan hanya gaji (Sims & Manz, 1996). Mereka semakin mengharapkan lebih
mengendalikan dan mempengaruhi pekerjaan mereka sendiri dan pengambilan keputusan. Memberdayakan kepemimpinan adalah lebih
mungkin untuk memenuhi harapan ini karena menekankan follower inisiatif diri.
H4: memberdayakan kepemimpinan secara positif berhubungan dengan kepuasan kerja. Jika pemimpin adalah pemimpin memberdayakan nyata, ia mengakui potensi pengikut untuk menjadi diri pemimpin serta pentingnya proses tim, interaksi, dan kolaborasi di antara para anggota dalam konteks berbasis tim. Pengakuan ini membuat pemimpin memberdayakan menekankan kerja sama tim, kolaborasi, atau interaksi antara anggota tim sebagai serta individu inisiatif diri dalam melakukan pekerjaan mereka. Juga, memberdayakan pemimpin mempengaruhi pengikut untuk mengenali pentingnya kerja sama tim, interaksi, kolaborasi, atau extra-peran perilaku yang dapat membuat kerja sama tim lebih harmonis dalam konteks berbasis tim. Dengan demikian, memberdayakan para pemimpin dapat meningkatkan perilaku kewarganegaraan tim langsung atau tidak langsung melalui pekerjaan kepuasan. H5 a: Memberdayakan kepemimpinan berhubungan positif dengan TOCB dan berhubungan negatif dengan TACB. H5 b: Memberdayakan kepemimpinan adalah tidak langsung, positif berkaitan dengan TOCB dan tidak langsung, berhubungan negatif dengan TACB. Beberapa jenis kepemimpinan mungkin tidak dapat untuk mempromosikan kepuasan karyawan dan OCB. misalnya, pemimpin yang berperilaku dengan cara yang sewenang-wenang dan berubah-ubah, seperti pemimpin permusuhan, yang kurang mungkin mengembangkan rasa komitmen tim dan respon afektif positif dari pengikut . Selanjutnya, pemimpin permusuhan mungkin memang menghasilkan perlawanan aktif yang melahirkan TACB. Artinya, kami mengusulkan bahwa perilaku permusuhan pemimpin seperti ancaman dan intimidasi mungkin generatenegative respon afektif yang, pada gilirannya, menghasilkan perilaku seperti mengeluh dan penarikan.
Sedang diterjemahkan, harap tunggu..
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- y can u talk to me and junaid your husba
- Aku mati berulang kali karena ini.
- Day juzz
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