THE RELATIONSHIP BETWEEN COMPULSORY CITIZENSHIP BEHAVIOR AND LEADERSHIP: A RESEARCH BY ACCOMMODATION BUSINESSES

Abstract

Purpose- Compulsory citizenship behaviour (CCB) is a disparate and new topic recently presented in management literature. Organizational citizenship behaviours (OCB), being expected to have positive impact on organizational success, having been transformed to CCB as a result of various administrative and social pressures may cause several negative results due to employers and organization. The basic problem of studying within this framework is to reveal the relation between compulsory citizenship behaviour (CCB) -being evolved from volunteering to obligation (Vigoda-Gadot, 2006)-and leadership styles by focusing on the negative effects of CCB within the organization.  The primary objective of our research is to establish a general framework for Compulsory citizenship behaviour in accommodation businesses sector of Turkey and to present a perspective on how leadership affects compulsory citizenship behaviour. In this way, it is aimed to provide a perspective to leaders to develop solution proposals.

Methodolgy- A five-item scale is benefited in the study, which is adapted by Compulsory Citizenship Behaviour Scale (CCBS) of Gadot (2007) in order to evaluate the compulsory citizenship behaviours of the participants. Within this scope, three hypotheses are tested based on the theoretical implications of the variables in our study.

Findings- The findings acquired within the study indicate that compulsory citizenship behaviour (CCB) has a positive relation with despotic leadership while CCB has negative relations with transformative leadership and rewarding leadership. Additionally; there is a positive and significant relationship between transformative leadership and rewarding leadership while a negative relation is revealed with despotic relation. There is a negative relationship found between despotic leadership and rewarding leadership. By evaluating the findings of regression analysis in general; it is understood that compulsory citizenship behaviour (CCB) is quite effective to explain despotic leadership, a style of leadership that is often described as negative by employees. The environment in which CCB is developed can be achieved more easily via this leadership style. Besides; though it has negative effect on rewarding leadership style, the mentioned effect is limited. In this context; CCB is suggested to have significant effect on leading styles. 

Conclusion- By analysing the findings; despotic leadership has a significant impact on CCB. In the context of the study; while the negative impact of transformative leadership on CCB is detected, it is surprising that the same negative impact of rewarding leading style is limited on CCB.

Keywords

• Compulsory citizenship behaviour,citizenship behaviour,leadership styles

References

1. Akerlof, G.A. 1970, "The Market for "Lemons": Quality Uncertainty and the Market Mechanism", Quarterly Journal of Economics, vol. 84, no. 3, pp. 488-500.
2. Alessandri, T., Cerrato, D. & Depperu, D. 2014, "Organizational slack, experience, and acquisition behavior across varying economic environments", Management Decision, vol. 56, no. 5, pp. 967-982.
3. Akgemci, T., 1997. "Liderlik prensipleri ve lider özellikleri", Konya Personel Eğitim Komutanlığı Yönetimde Verimlilik Esasları Sempozyumu, 149-162.
4. Altun, H. ve Çelik, A., 2000. Kriz ortamında liderlik, K.H.O. Yayınları, Ankara.
5. Tamsin, A., Metcalf, L., ve Benn, S. 2010. Leadership styles and CSR practice: An examination of sensemaking, Institutional Drivers and CSR Leadership: Journal of Business Ethics, Vol. 93, No. 2, 189-213
6. Bakan, İ, Büyükmeşe, T., 2010. Liderlik türleri ve güç kaynaklarına ilişkin mevcut-gelecek durum karşılaştırması: Eğitim kurumu yöneticilerinin algılarına dayalı bir alan araştırması, KMÜ, Sosyal ve Ekonomık̇ Araştırmalar Dergıṡ i 12 (19): 73-84.
7. Bateman, T. S. ve Organ, D. W. 1983. Job satisfaction and the good soldier: the relationship between affect and employee citizenship. Academy of Management Journal, 26, 587-595.
8. Baumgartel, H., 1957. Leadership style as a variable in research administration. Administrative Science Quarterly, Vol. 2, No. 3, 344-360.

9. Bolino, M. C., Turnley, W. H., ve Niehoff, B. P. 2004. The other side of the story: Reexamining prevailing assumptions about organizational citizenship behavior. Human Resource Management Review, 14, 229-246.
10. Brief, A. P. ve Motowidlo, S. J. 1986. Prosocial organizational behaviors. Academy of Management Review, 11, 710-725.
11. Burns, J. M. (1978), Leadership. New York: Harper & Row.
12. Chapman, J. Brad, 1975, Comparison of male and female leadership styles, The Academy of Management Journal, Vol. 18, No. 3, 645-650.
13. Çelik, V. 1999. Eğitimsel liderlik. Ankara: Pegem Yayınları.
14. Delbecq, Andre' L., 1964, Managerial Leadership Styles in Problem-Solving Conferences, The Academy of Management Journal, Vol. 7, No. 4, 255-268.
15. Euwema, M. C., Wendt, H. ve Emmerik, H., 2007. Leadership styles and group organizational citizenship behavior across cultures, Journal of Organizational Behavior, Vol. 28, No. 8, 1035-1057.
16. Folger, R. 1993. Justice, motivation and performance beyond role requirements. Employee Responsibilities and Rights Journal, 6, 239-248.
17. Graham, J. W. 1990. Leadership, moral development, and citizenship behavior, Business Ethics Quarterly, Vol. 5, No. 1, 43-54.
18. Helmich, D. L., ve Paul E. E., 1975. Leadership style and leader needs, The Academy of Management Journal, Vol. 18, No. 2, 397-402.
19. Hoffman, B. J., Blair, C. A., Meriac, J. P., ve Woehr, D. J. 2007. Expanding the criterion domain? A quantitative review of the OCB literature. Journal of Applied Psychology, 92, 2, 555-566.
20. Jung, D. I. ve Avolio, B., 1999. Effects of leadership style and followers' cultural orientation on performance in group and individual task conditions, The Academy of Management Journal, Vol. 42, No. 2, 208-218.
21. Kidwell, R., Mossholder, K. ve Benneth, N. 1997. Cohesiveness and organizational citizenship behavior. Journal of Management, 23, 6, 775793.
22. Larson, L. L., ve Kendrith M. R., 1974, Leadership style and cognitive complexity, The Academy of Management Journal, Vol. 17, No. 1, 3745.
23. Morden, Tony, 1997, ’’Leadership as competence’’, Management Desicion, 35/7, 519-526.
24. Moorman, R. H. 1991. Relationship between organizational justice and organizational citizenship behaviors: Do fairness perceptions influence employee citizenship? Journal of Applied Psychology, 76, 845-855.
25. Organ, D.W. 1988. Organizational citizenship behavior: The good soldier syndrome. Lexington, England: Lexington Books.
26. Podsakoff, P. M., Ahearne, M. ve Mackenzie, S. B. 1997. Organizational citizenship behavior and the quantity and quality of work group performance. Journal of Applied Psychology, 82, 262-270.
27. Podsakoff, P.M., Mackenzie, S.B., Paine, J.B., ve 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.
28. Rioux, S. M. ve Penner, L. A. 2001. The causes of organizational citizenship behavior: A motivational analysis. Journal of Applied Psychology, 86, 6, 1306-1314.
29. Rotemberg, Julio J. and Garth Saloner, 1993, Leadership style and incentives. Management Science, Vol. 39, No. 11, 1299-1318.
30. Smith, C. A., Organ, D. ve Near, Y. 1983. Organizational citizenship behavior: Its nature and antecedents. Journal of Applied Psychology, 68, 4, 653-663.
31. Sosik, J. J. ve Shelley D. D., 1997. Leadership styles and Deming's behavior factors, Journal of Business and Psychology, Vol. 11, No. 4, 447462.
32. Tepper, B. J. 2000. Consequences of abusive supervision. Academy of Management Journal, 43, 2, 178-190.
33. Tepper, B. J., Duffy, M. K., Hoobler, J., ve Ensley, M. D. 2004. Moderators of the relationships between coworkers’ organizational citizenship behavior and fellow employees’ attitudes. Journal of Applied Psychology, 89, 3, 455-465.
34. Turnipseed, D., ve Murkison, G. 1996. Organizational citizenship behavior an examination of influence the workplace. Leadership and Organizational Development Journal, 17, 42-47.
35. Van Dyne, L., ve Lepine, J. A. 1998. Helping and voice extra-role behaviors: Evidence of construct and predictive validity. Academy of Management Journal, 41, 108-119.
36. Vigoda-Gadot, E. 2006. Compulsory citizenship behavior: Theorizing some dark sides of the good soldier syndrome in organizations. Journal for the Theory of Social Behavior, 36, 1, 77-93.
37. Vigoda-Gadot, E. 2007. Redrawing the boundaries of OCB? An empirical examination of compulsory extra-role behavior in the workplace. Journal of Business and Psychology, 21, 3, 377-405.
38. Williams, L. ve Anderson, S. 1991. Job satisfaction and organizational commitment as predictors of organizational citizenship and in role behaviors. Journal of Management, 17, 601-617.