The Journal of applied psychology
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Although the relationship between unit-level organizational citizenship behavior (OCB) and unit outcomes has been well established in recent years, the conceptual development of OCB at the unit level of analysis has not been adequately addressed. In an effort to fill this conceptual gap and to spur future research, the authors apply the literature on group norms to the concept of OCB. The resulting framework suggests a cyclical relationship between individual- and group-level processes and ultimately offers an explanation for how OCB norms are established and maintained in work groups. The authors demonstrate how this framework incorporates past research on the relationship between unit-level OCB and unit outcomes and how it extends previous research by suggesting multiple directions for future efforts related to unit-level OCB.
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Meta Analysis Comparative Study
Transformational and transactional leadership: a meta-analytic test of their relative validity.
This study provided a comprehensive examination of the full range of transformational, transactional, and laissez-faire leadership. Results (based on 626 correlations from 87 sources) revealed an overall validity of .44 for transformational leadership, and this validity generalized over longitudinal and multisource designs. ⋯ Furthermore, transformational leadership was strongly correlated with contingent reward (.80) and laissez-faire (-.65) leadership. Transformational and contingent reward leadership generally predicted criteria controlling for the other leadership dimensions, although transformational leadership failed to predict leader job performance.
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This study extends the literature on personality and job performance through the use of random coefficient modeling to test the validity of the Big Five personality traits in predicting overall sales performance and sales performance trajectories--or systematic patterns of performance growth--in 2 samples of pharmaceutical sales representatives at maintenance and transitional job stages (K. R. Murphy, 1989). ⋯ In the transitional sample, agreeableness and openness to experience predicted overall performance differences and performance trends. All effects remained significant with job tenure statistically controlled. Possible explanations for these findings are offered, and theoretical and practical implications of findings are discussed.
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This study was a meta-analysis of the relationship between personality and ratings of transformational and transactional leadership behaviors. Using the 5-factor model of personality as an organizing framework, the authors accumulated 384 correlations from 26 independent studies. ⋯ Extraversion was the strongest and most consistent correlate of transformational leadership. Although results provided some support for the dispositional basis of transformational leadership--especially with respect to the charisma dimension--generally, weak associations suggested the importance of future research to focus on both narrower personality traits and nondispositional determinants of transformational and transactional leadership.
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Affect networks: a structural analysis of the relationship between work ties and job-related affect.
The relationship between organizational networks and employees' affect was examined in 2 organizations. In Study 1, social network analysis of work ties and job-related affect for 259 employees showed that affect converged within work interaction groups. ⋯ Study 2 used a 10-week diary study of 31 employees to examine a merger of 2 organizational divisions and found that negative changes in employees' affect were related to having fewer cross-divisional ties and to experiencing greater reductions in network density. The findings suggest that affect permeates through and is shaped by organizational networks.