Abstract
This study analyses some implications of the organizational justice, leadership styles, identity, and psychological contract as organizational citizenship behaviors. It begins assuming that there are positive, predictive, and mediating relationships between organizational citizenship behaviors and organizational justice, identity, leadership behaviors, and the psychological contract. The methods employed are the analytical and descriptive leading to a reflective inference based on the previous review of the theoretical and empirical literature on these issues. It is concluded that there are predictive, positive, and mediating relationships between the different variables considered in organizational citizenship behaviors, organizational justice, identity, leadership styles, and psychological contract.
TopIntroduction
Leadership styles offers a theoretical and empirical framework that enhance psychological ownership leading to organizational citizenship behaviors supported by approaches of social exchanges, planned behavior theory and self-determination. Social learning theory contends that human behavior is learned through observing others and through their own behavior. Further, observation leads to occur direct or indirect learning using complex mechanisms of responsible leadership with organizational citizenship behaviors for the environment such as caring of the stakeholder’s interests, exercising effects, encouraging, and influencing on the values of organizational members, self-assessment, and organizational identification. Organizational citizenship behavior, organizational identity, leadership, and job attitudes are mechanisms that have been studied as essential in building individual and organizational goals.
Studies on innovative behavior and organizational citizenship behavior have identified several gaps on research. There is not consensus on research regarding the dimensionality of organizational citizenship behavior (Hoffman, Blair, Meriac, & Woehr, 2007) attributed to the potential identification of antecedents and outcomes (Podsakoff et al. 2000). How the different leadership styles, responsible, inclusive, authentic, and supportive, enhance the organizational citizenship behaviors within organizational environments? Leadership has a positive association with the organizational members involve in organizational citizenship behaviors for the environment members association and has effects for supporting the environment through organizational citizenship for the environment (Raineri and Paillé 2016). Organizational citizenship behaviors for the environment are associated to different styles of leadership such as responsible, authentic, inclusive, and supportive, in a relationship that is mediated by self-efficacy and psychological ownership
Research carried out on organizational citizenship behavior conclude that several factors influence it. The factors influencing organizational citizenship behavior are necessary to increase it, such as transformational leadership, job satisfaction and organizational commitment (Purwanto 2020, Ardi 2020). Organizational citizenship behavior is influenced by factors such as organizational commitment to organizations, job satisfaction, transformational leadership, and other motives (Sena, et al. 2020). Organizational citizenship behavior is affected positively by transformational leadership has a positive effect (Asbari 2020; Rahmi, 2013). Indeed, the factors of organizational citizenship behavior include personal traits, leadership characteristics, servant leadership, leader-member demographic similarity and contextual factors such as justice, structure, etc. (Chiaburu et al., 2011; Ilies et al., 2007; Kacmar et al., 2011; Organ, 1988; Organ & Ryan, 1995; Pandey et al., 2008; Taylor, 2013). Altruism is the behavior identified to help others to face problems in their work.
Key Terms in this Chapter
Justice: Is perceived by individuals as organizational citizenship behavior distributive justice about the results received from resource allocation taking into consideration the organizational norms and rules.
Interactional Justice: Is related to organizational civil behavior individual and organizational citizenship behavior. Interactional justice has a negative relationship with organizational citizenship behavior at individual level but has not any relationship with organizational citizenship behavior at organization level.
Procedural Justice: Is perceived as justice and fairness related to organizational processes, procedures and policies that enable extra behaviors towards the organization. Procedural justice has positive effects on organizational citizenship organization individual but does not affect organizational citizenship behavior organization ( Hameed Al-ali, Khalid Qalaja, & Abu-Rumman, 2019 ; Choi, Moon, Ko, & Kim, 2014 ; Hassan, Azim, & Abbas, 2017 AU136: The in-text citation "Hassan, Azim, & Abbas, 2017" is not in the reference list. Please correct the citation, add the reference to the list, or delete the citation. ; Ertu, 2007 ). Procedural justice has positive relationships with organizational citizenship individual and organizational citizenship organizational.
Interpersonal Justice: Is perceived about how the person is treated with dignity and respect. Interpersonal justice has a positive relationship with organizational citizenship behavior individual and organizational ( Cheung, 2013 ; Lilly, 2015 ). Interpersonal justice is in relationship with organizational citizenship behavior, although research has not proven.
Distributive Justice: Has effects on organizational citizenship behavior individual but has not effects on organizational citizenship behavior individual. Distributive justice has a positive relationship with organizational citizenship behavior individual and with organizational citizenship behavior at the level of organization.
Organizational Citizenship Behavior (OCB): In relationship with the informational justice, is perceived and the empirical findings of the positive effects of informational justice on organizational citizenship behavior individual and organizational justice (OJ) ( Cheung, 2013 ; Lilly, 2015 ). Organizational citizenship behaviors are in a positive and significant relationship with organizational justice ( Singh & Singh, 2019 ; Saifi & Shahzad, 2017 AU135: The in-text citation "Saifi & Shahzad, 2017" is not in the reference list. Please correct the citation, add the reference to the list, or delete the citation. ; Hassan, Azim, & Abbas, 2015 ; Iqbal, Aziz, & Tasawar, 2021 ).
Organizational Justice (OJ): Is a construct of corporate or organizational governance procedures, policies, and compliance behavior, yet has no relationship with organizational citizenship behavior (OCB) ( Singh & Singh, 2019 ; Jehanzeb & Mohanty, 2019 ; Batool, 2013 ). Other studies also have found that (OJ) has no relationship with OCB ( Jehanzeb & Mohanty, 2019 ).