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Social power as a means of increasing personal and organizational effectiveness: The mediating role of organizational citizenship behavior

Published online by Cambridge University Press:  02 February 2015

Ajay K Jain
Affiliation:
Department of Human Behavior and Organizational Development, Management Development Institute, Sukhrali, Gurgaon, India
Sabir I Giga
Affiliation:
Division of Service Development and Improvement, School of Health Studies, University of Bradford, Bradford, UK
Cary L Cooper
Affiliation:
Lancaster University Management School, Lancaster University, Lancaster, UK

Abstract

This study focuses on to explore the impact of social power on organizational citizenship behavior (OCB) and the role of OCB as a mediator of the relationship between social power and personal and organizational effectiveness. Data were collected by administering self rated questionnaires to male middle-level executives (N = 250) in face to face conditions from motor cycle manufacturing organisations based in northern India. The mediator analysis (by using AMOS) showed that all the fit indexes were in the acceptable range which indicates that OCBs have mediated significantly between social power and effectiveness. Other results as analyzed through multiple regression analysis showed the significant impact of social power on the dimensions of OCB and effectiveness as it was hypothesized. The study suggests the potential benefits of using positive forms of social power by supervisors as part of their managerial style in order to enhance OCBs and in turn increase personal and organizational effectiveness. This study advances the research on the concept of OCB and social power in an Indian work context.

Type
Research Article
Copyright
Copyright © Cambridge University Press and Australian and New Zealand Academy of Management 2011

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