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Sustainable Workplace: Impact of Authentic Leadership on Change-Oriented Organizational Citizenship Behavior and the Moderating Role of Perceived Employees’ Calling

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  • Eunmi Jang

    (College of Business, Honam University, Gwangju 62399, Korea)

Abstract

To be sustainable in the current rapidly changing business environment, organizations must strive to adapt and respond to a new environment. Employees are the key performers of organizational change. Furthermore, change-oriented organizational citizenship behavior (OCB) is essential for them to positively accept and implement organizational change. Additionally, the leader’s role is crucial to promoting such change-oriented OCB. In this regard, this study investigates the effect of authentic leadership on change-oriented OCB, demonstrating that the vocational calling of employees strengthens such positive influences. Based on the self-determination theory (SDT), this study examines that the moderating effect between authentic leadership on change-oriented OCB increases when employees have a higher perception of calling for work than lower. This study uses a two-wave data set gathered from 485 currently working employees in South Korea. The empirical analysis is revealed below. First, authentic leadership has a positive effect on direct OCB. Second, employees’ perception of calling has a positive effect on direct change-oriented OCB. Third, the higher the level of employees’ perception of calling, the greater the effect of authentic leadership on change-oriented OCB. The most significant theoretical contribution of the study is that it is the first to determine that calling acts as a moderating factor between authentic leadership and change-oriented OCB. The fact that the positive effect of authentic leadership on change-oriented OCB increases when there is a high calling implies that employees are more likely to conduct change-oriented OCB when they perceive a high level of calling. Based on this result, this study explains the method and reason for maximizing change-oriented OCB through authentic leadership.

Suggested Citation

  • Eunmi Jang, 2021. "Sustainable Workplace: Impact of Authentic Leadership on Change-Oriented Organizational Citizenship Behavior and the Moderating Role of Perceived Employees’ Calling," Sustainability, MDPI, vol. 13(15), pages 1-16, July.
    • Handle: RePEc:gam:jsusta:v:13:y:2021:i:15:p:8542-:d:605342
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    References listed on IDEAS

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    1. López-Domínguez, Mercedes & Enache, Mihaela & Sallan, Jose M. & Simo, Pep, 2013. "Transformational leadership as an antecedent of change-oriented organizational citizenship behavior," Journal of Business Research, Elsevier, vol. 66(10), pages 2147-2152.
    2. Dobrow, Shoshana R. & Heller, Daniel, 2015. "Follow your heart or your head? A longitudinal study of the facilitating role of calling and ability in the pursuit of a challenging career," LSE Research Online Documents on Economics 59408, London School of Economics and Political Science, LSE Library.
    3. Byung-Jik Kim & Mohammad Nurunnabi & Tae-Hyun Kim & Se-Youn Jung, 2018. "The Influence of Corporate Social Responsibility on Organizational Commitment: The Sequential Mediating Effect of Meaningfulness of Work and Perceived Organizational Support," Sustainability, MDPI, vol. 10(7), pages 1-16, June.
    4. Batistič, Saša & Černe, Matej & Kaše, Robert & Zupic, Ivan, 2016. "The role of organizational context in fostering employee proactive behavior: The interplay between HR system configurations and relational climates," European Management Journal, Elsevier, vol. 34(5), pages 579-588.
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    Cited by:

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    2. Jaya Ahuja & Harish Puppala & Rommel P. Sergio & Ettiene Paul Hoffman, 2023. "E-Leadership Is Un(usual): Multi-Criteria Analysis of Critical Success Factors for the Transition from Leadership to E-Leadership," Sustainability, MDPI, vol. 15(8), pages 1-20, April.

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