Leadership Styles, Group Organisational Citizenship Behaviour, and Group Performance: A Cross-Cultural Study of ASEAN Countries
DOI:
https://doi.org/10.17977/um003v10i22024p198Keywords:
Group organisational citizenship behaviour, Group performance, Leadership, cross-cultureAbstract
This study investigates the effect of leadership styles on group organisational citizenship behaviour (GOCB) and group performance in a cross-cultural context of three ASEAN countries: Indonesia, the Philippines and Thailand. Questionnaires were distributed to respondents using local language, and a total of 691 items of data were analysed. The study supports the proposition that supportive leadership positively affects GOCB and group performance, confirming social exchange theory, which posits that if leaders create close relationships with employees, this will make them more engaged in their groups and strive harder to achieve the group goals. The study also supports the notion that directive leadership has a subtle favourable impact on GOCB and group performance. Employees are motivated to fulfil their tasks beyond what is required when managers define how they should conduct their work. Furthermore, the results also indicate that GOCB positively influences group performance, as it facilitates the social functioning of groups. Although the overall results are the same for the three countries, they include distinct explanations that underlie the results.
References
Ab Hamid, M. R., Sami, W., & Sidek, M. M. (2017). Discriminant validity assessment: Use of Fornell & Larcker criterion versus HTMT criterion. Journal of Physics: Conference Series, 890(1), 012163. IOP Publishing. https://doi.org/10.1088/1742-6596/890/1/012163
ASEAN Briefing. (2023). ASEAN Economic Outlook-2023. Retrieved from https://www.aseanbriefing.com/news/asean-economic-outlook-2023/
Banjarnahor, H., Hutabarat, W., Sibuea., A. M., & Situmorang, M. (2018). Job satisfaction as a mediator between directive and participatory leadership styles toward organizational commitment. International Journal of Instruction, 11(4), 869–888. https://doi.org/10.12973/iji.2018.11455a
Bell, C., Dodd, N., & Mjoli, T. (2018). The effect of participative and directive leadership on team effectiveness among administrative employees in a South African Tertiary Institution. The Social Science Journal, 55, 81-91.
Chahal, H., & Mehta, S. (2010). Antecedents and consequences of organisational citizenship behaviour (OCB): A conceptual framework in reference to health care sector. Journal of Services Research, 10(2), 25-44.
Lam, S. S. K., Schaubroeck, J., & Naumann, S. (2002). Group organizational citizenship behavior: A conceptualization and preliminary test of its antecedents and consequences. Academy of Management Proceedings, 2002(1), K1–K6. https://doi.org/10.5465/apbpp.2002.7517572
Cheng, C. H., & Osman, Z. B. (2021). Exploring Effect of Leadership Styles on Task Performance: A Conceptual Framework. Sciences, 11(12), 1595-1615. https://doi.org/10.6007/ijarbss/v11-i12/10977
Choi, J. N., & Sy, T. (2010). Group-level organizational citizenship behavior: Effects of demographic faultlines and conflict in small work groups. Journal of Organizational Behavior, 31(7), 1032–1054. https://doi.org/10.1002/job.661
Chou, S. Y., & Garcia, D. C. (2011). Group organizational citizenship behavior in the stages of group development. International Journal of Business and Management, 6(10), 3-15. https://doi.org/10.5539/ijbm.v6n10p3
DeRue, D. S., Nahrgang, J. D., Wellman, N. E., & Humphrey, S. E. (2011). Trait and behavioral theories of leadership: An integration and meta‐analytic test of their relative validity. Personnel Psychology, 64(1), 7-52. https://doi.org/10.1111/j.1744-6570.2010.01201.x
Duarte, M. B. (2015). Organisational and professional commitments: The influence in nurses’ organisational citizenship behaviours. Tékhne, 13(1), 2-11. https://doi.org/10.1016/j.tekhne.2015.03.001
Elstad, E., Christophersen, K. A., & Turmo, A. (2012). The strength of accountability and teachers’ organisational citizenship behaviour. Journal of Educational Administration, 50(5),612-628. https://doi.org/10.1108/09578231211249844
Emami, M., Alizadeh, Z., Nazari, K., & Darvishi, S. (2012). Antecedents and consequences of organisational citizenship behaviour (OCB). Interdisciplinary Journal of Contemporary Research in Business, 3(9), 25-44.
Ehrhart, M. G., & Naumann, S. E. (2004). Organizational citizenship behavior in work groups: A group norms approach. Journal of Applied Psychology, 89(6), 960–974. https://doi.org/10.1037/0021-9010.89.6.960
Euwema, M. C., Wendt, H., & Van Emmerik, H. (2007). Leadership styles and group organizational citizenship behavior across cultures. Journal of Organizational Behavior, 28(8), 1035–1057. https://doi.org/10.1002/job.496
Farrell, M. A., & Oczkowski, E. (2009). Service worker customer orientation, organisation/job fit and perceived organisational support. Journal of Strategic Marketing, 17(2), 149-167. https://doi.org/10.1080/09652540902879276
Garson, G. D. (2016). Partial least squares: Regression & structural equation models (2016 Edition). Asheboro: Statistical Associates Publishing.
Gaudet, M. C., & Tremblay, M. (2017). Initiating structure leadership and employee behaviors: The role of perceived organizational support, affective commitment and leader–member exchange. European Management Journal, 35(5), 663-675. https://doi.org/10.1016/j.emj.2017.04.001
Hair, J. F., Hult, G. T. M., Ringle, C. M., & Sarstedt, M. (2014). Partial least squares structural equation modeling. In Homburg, C., Klarmann, M., & Vomberg, A. (Eds.), Handbook of Market Research. https://doi.org/10.1007/978-3-319-57413-4_15
Hair, J. F., Hult, G. T. M., Ringle, C. M. & Sarstedt, M. (2022). A primer on partial least squares structural equation modeling (PLS-SEM) (3rd ed). USA: Los Angeles SAGE Publications, Inc.
Hisham, R. R. I. R. (2019). Does classical leadership still relevant? examining its effect on accountability practice: An empirical evidence. Journal of Education and Social Sciences, 13(1), 35–43.
Hussain, A., Yang, X., Yali, L., Ibrahim, A., & Hussain, S. (2020). The impact of autocratic leadership on disruptive political behavior, moderating the relationship of abusive supervisory behavior and mediating the relationship of employee’s perception of job insecurity. International Journal of Economics and Finance, 12(6), 57-79. https://doi.org/10.5539/ijef.v12n6p57
Karam, C. M., & Kwantes, C. T. (2011). Contextualizing cultural orientation and organizational citizenship behavior. Journal of International Management, 17(4), 303–315. https://doi.org/10.1016/j.intman.2011.05.007
LePine, J. A., Erez, A., & Johnson, D. E. (2002). The nature and dimensionality of organizational citizenship behavior: A critical review and meta-analysis. Journal of Applied Psychology, 87(1), 52-65. https://doi.org/10.1037//0021-9010.87.1.52
Li, G., Liu, H., & Luo, Y. (2018). Directive versus participative leadership: Dispositional antecedents and team consequences. Journal of Occupational and Organizational Psychology, 91(3), 645-664. https://doi.org/10.1111/joop.12213
Liu, Y. (2009). Perceived organizational support and expatriate organizational citizenship behavior: The mediating role of affective commitment towards the parent company. Personnel Review, 38(3), 307-319. https://doi.org/10.1108/00483480910943359
Lonati, S. (2020). What explains cultural differences in leadership styles? On the agricultural origins of participative and directive leadership. Leadership Quarterly, 31(2), 101305. https://doi.org/10.1016/j.leaqua.2019.07.003
Lorinkova, N. M., & Perry, S. J. (2019). The importance of group-focused transformational leadership and felt obligation for helping and group performance. Journal of Organizational Behavior, 40(3), 231–247. https://doi.org/10.1002/job.2322
Malik, S. Z., Saleem, M., & Naeem, R. (2016). Effect of leadership styles on organizational citizenship behaviour in employees of telecom sector in Pakistan. Pakistan Economic and Social Review, 54(2), 385–406. https://www.jstor.org/stable/26616714
Martin, S. L., Liao, H., & Campbell, E. M. (2013). Directive versus empowering leadership: A field experiment comparing impacts on task proficiency and proactivity. Academy of Management Journal, 56(5), 1372-1395. https://doi.org/10.5465/amj.2011.0113
McGurk, D., Sinclair, R. R., Thomas, J. L., Merrill, J. C., Bliese, P. D., & Castro, C. A. (2014). Destructive and supportive leadership in extremis: Relationships with post-traumatic stress during combat deployments. Military Behavioral Health, 2(3), 240–256. https://doi.org/10.1080/21635781.2014.963765
Nielsen, T. M., Hrivnak, G. A., & Shaw, M. (2009). Organizational citizenship behavior and performance: A meta-analysis of group-level research. Small Group Research, 40(5), 555–577. https://doi.org/10.1177/1046496409339630
Northouse, P. 2004. Leadership: Theory and practice. (3rd ed). Thousand Oaks, CA: Sage.
Organ, D. W. (1998). Organizational Citizenship Behavior: It’s Construct Clean-Up Time. Human Performance, January 2012, 37–41. https://doi.org/10.1207/s15327043hup1002_2
Podsakoff, P. M., MacKenzie, S. B., Paine, J. B., & Bachrach, D. G. (2000). Organizational citizenship behaviors: A critical review of the theoretical and empirical literature and suggestions for future research. Journal of Management, 26(3), 513-563. https://doi.org/10.1016/s0149-2063(00)00047-7
Podsakoff, N. P., Podsakoff, P. M., MacKenzie, S. B., Maynes, T. D., & Spoelma, T. M. (2014). Consequences of unit‐level organizational citizenship behaviors: A review and recommendations for future research. Journal of Organizational Behavior, 35(S1), S87-S119. https://doi.org/10.1002/job.1911
Podsakoff, N. P., Whiting, S. W., Podsakoff, P. M., & Blume, B. D. (2009). Individual-and organizational-level consequences of organizational citizenship behaviors: A meta-analysis. Journal of Applied Psychology, 94(1), 122-141. https://doi.org/10.1037/e518442013-522
Podsakoff, P. M., Ahearne, M., & MacKenzie, S. B. (1997). Organizational citizenship behavior and the quantity and quality of work group performance. Journal of Applied Psychology, 82(2), 262–270. https://doi.org/10.1037//0021-9010.82.2.262
Ringle, C. M., Wende, S., and Becker, J.-M. (2015). "SmartPLS 3." Boenningstedt: SmartPLS GmbH, http://www.smartpls.com.
Salam, S., Cox, J., & Sims Jr, H. P. (1996, August). How to make a team work: mediating effects of job satisfaction between leadership and team citizenship. Academy of Management Proceedings, 1996(1), 293-297). Briarcliff Manor, NY 10510: Academy of Management. https://doi.org/10.5465/ambpp.1996.4980731
Sarstedt, M., Ringle, C. M., Smith, D., Reams, R., & Hair Jr, J. F. (2014). Partial least squares structural equation modeling (PLS-SEM): A useful tool for family business researchers. Journal of Family Business Strategy, 5(1), 105-115. https://doi.org/10.1016/j.jfbs.2014.01.002
Seong, J. Y., & Hong, D. S. (2018). Age diversity, group organisational citizenship behaviour, and group performance: Exploring the moderating role of charismatic leadership and participation in decision-making. Human Resource Management Journal, 28(4), 621–640. https://doi.org/10.1111/1748-8583.12197
Sevi, E. (2010). Effects of organizational citizenship behaviour on group performance: Results from an agent-based simulation model. Journal of Modelling in Management, 5(1), 25–37. https://doi.org/10.1108/17465661011026149
Smith, A., Organ, D., & Near, J. (1983). Organizational citizenship behavior: Its nature and antecedents. Journal of Applied Psychology, 68(4), 653–663. https://doi.org/10.1037//0021-9010.68.4.653
Tayal, R., Tripathi, M., Singh, N., & Bamel, U. (2023). Antecedents and consequences of organisational citizenship behaviour: a mediated-moderation examination in an emerging economy. International Journal of Emerging Markets, 18(12), 6343-6367. https://doi.org/10.1108/ijoem-09-2021-1383
Tran, T. B. H., & Choi, S. B. (2019). Effects of inclusive leadership on organizational citizenship behavior: the mediating roles of organizational justice and learning culture. Journal of Pacific Rim Psychology, 13, e17. https://doi.org/10.1017/prp.2019.10
Wang, H., & Guan, B. (2018). The positive effect of authoritarian leadership on employee performance: The moderating role of power distance. Frontiers in Psychology, 9(MAR), 1–10. https://doi.org/10.3389/fpsyg.2018.00357
Wendt, H., Euwema, M. C., & Van Emmerik, I. H. (2009). Leadership and team cohesiveness across cultures. The Leadership Quarterly, 20(3), 358-370. https://doi.org/10.2139/ssrn.609306
Widyaningrum, G. L. (2019). Bayanihan, Semangat Gotong Royong dan Membantu Sesama Ala Filipina. National Geographic [Bayanihan, the spirit of communal unity and cooperation in the Philippines]. Accessed on July, 2022
Yang, E.C.L., Lee, J.S.H., Khoo-Lattimore, C. (2018). Asian cultures and contemporary tourism: Locating Asia, cultural differences and trends. In: Yang, E., Khoo-Lattimore, C. (eds) Asian Cultures and Contemporary Tourism. Perspectives on Asian Tourism. Springer, Singapore. https://remote-lib.ui.ac.id:2075/10.1007/978-981-10-7980-1_1
Yelamanchili, R. K. (2019). Impact of supportive leadership on perceived sales team cohesion: Mediation of critical thinking and moderation of empowerment. International Journal of Business Excellence, 18(4), 508–526. https://doi.org/10.1504/ijbex.2019.10013705
Yohana, C. (2017). The effect of leadership, organizational support and organizational citizenship behavior on service quality. Problems and Perspectives in Management, 15(2), 197-203. https://doi.org/10.21511/ppm.15(2-1).2017.03.
