1. Leadership and fairness that commit employee OCBs to innovative behaviours
Peter Khaola
National University of Lesotho and Wits University
Introduction
Methods
Results
Conclusions
The model that fitted data best is the one in which the effects of both leadership and organizational justice were successively mediated by organizational commitment and OCB.
This model fitted data better than the ones in which there were direct paths form a) leadership and justice to OCB, b) leadership and justice to innovative behaviours, and c) commitment to innovative behaviour and OCB.
As an affiliation-oriented citizenship behaviour, it is possible that OCB creates a psychological and social context in which creativity and innovation take place .
This can be important for committed employees who may need psychological safety before engaging in a risky behaviour that violates habitual actions .
Interventions that train supervisors on leadership, fairness, and how to engender commitment and OCB, can go a long way towards creating innovations in organizations.
Literature indicates that the direct impact of leadership and justice on innovative behaviours is equivocal.
The promising line of research is the one that incorporates moderating or mediating factors.
Past research has included psychological empowerment, creative self-efficacy/identity, intrinsic motivation, etc. as moderating or mediating factors.
Conspicuously missing is the mediating role of organizational citizenship behaviours (OCB).
Cross-sectional quantitative research design used
Survey of random sample of 300 employees from a medium –sized university and a census of 122 private and public sector employees ( 56% & 57% return)
Existing scales piloted and used to assess: Leadership (α = 0.93, MLQ); Fairness (α = 0.85, Niehoff & Moorman, 1991); Commitment (α = 0.90 , Cook & Wall, 1980); OCB (α = 0.73 , Podsakoff et al., 1990); and IWB (α = 0.90, Janssen, 2000)
Structural Equation Modeling (AMOS version 22) used to fit model to data
Measures of skewness and kurtosis indicated no problematic deviation from normal distribution
Table 1: Model fit Statistics
Cut-off
This model X2 -
20.889 df 13
X2/df
≤ 2
1.61
NFI
≥ 0.90
0.940
CFI
0.975
TLI
0.947
RMSEA
≤ 0.08
0.053
To develop and test a model that links supervisor fairness and leadership to innovative behaviours though organizational commitment and OCB successively
Objective
Model fit statistics suggest that the hypothesized model fitted data reasonably well (Controls: management level and gender)
Table 2: Regression estimates (β)
Fig. 1: Hypothesized Model
Leadership Commitment , β = (sig.)
Justice Commitment , β = (sig.)
Commitment OCB, β = (sig)
OCB Innovation , β = (sig.)
Supervisor behaviours
Bibliography
Anderson, N., Potoňik, K., & Zhou, J. (2014). Innovation and creativity in organisations: a state-of-the-science review, prospective commentary, and guiding framework. Journal of Management, 40(5),
Zhou, J., & Hoever, I. J. (2014). Research on workplace creativity: A review and direction. Annual Review of Organisational Psychology and Organisational Behaviour, 1,
Employee attitudes and behaviours
Leadership
Commitment
OCB
Innovation
Fairness
All path estimates were significant
Employee attitudes and behaviours
Supervisor behaviours