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The Effect Of Authentic Leadership On Organizational Citizenship Behavior: The Moderating Role Of Organizational Politics

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  • Ampofo Isaac Atta Junior

    (Gur-Gonja Department, College of Languages Education, University of Education Winneba)

  • Mary Kuranchie

    (Department of Human Resource and Organizational Development, Kwame Nkrumah University of Science and Technology (KNUST), Kumasi)

Abstract

Leaders are systems’ fundamental piece and the effect factor for the forces impacted by the system. For this reason, the current study sought to investigate the effect of authentic leadership on organisational citizenship behaviour. It also examined the moderating role of organizational politics in the context of Ghana. The population for the study was teaching and non-teaching staff at the University of Education Winneba in Ghana. There were 237 samples. Data were obtained using the questionnaire. The research design used for the study was quantitative research with a descriptive study and this study has been used for explanatory purposes. The quantitative tool the researcher used to analyse data was Microsoft Excel, Amos, Process Macro, and statistical package for social sciences (SPSS 21). Findings revealed that authentic leadership had insignificant impact on organizational citizenship behaviour. Results also showed a positive but insignificant moderating role of organizational politics on the relationship between authentic leadership and organizational citizenship behaviour. The study recommended that institutions and businesses should not take note of authentic leadership to influence employees’ behaviours and should not consider organizational politics in addressing the decrease in employees’ behaviour.

Suggested Citation

  • Ampofo Isaac Atta Junior & Mary Kuranchie, 2021. "The Effect Of Authentic Leadership On Organizational Citizenship Behavior: The Moderating Role Of Organizational Politics," Cultural Communication and Socialization Journal (CCSJ), Zibeline International Publishing, vol. 2(1), pages 13-26, March.
    • Handle: RePEc:zib:zbccsj:v:2:y:2021:i:1:p:13-26
    DOI: 10.26480/ccsj.01.2021.13.26
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    References listed on IDEAS

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    2. Mohamed Saeed Al Sahi AL Zaabi & Kamarul Zaman Ahmad & Chowdhury Hossan, 2016. "Authentic leadership, work engagement and organizational citizenship behaviors in petroleum company," International Journal of Productivity and Performance Management, Emerald Group Publishing Limited, vol. 65(6), pages 811-830, July.
    3. Sadaf Iqbal & Tahir Farid & Jianhong Ma & Amira Khattak & Mohammad Nurunnabi, 2018. "The Impact of Authentic Leadership on Organizational Citizenship Behaviours and the Mediating Role of Corporate Social Responsibility in the Banking Sector of Pakistan," Sustainability, MDPI, vol. 10(7), pages 1-11, June.
    4. Franke, Henrik & Foerstl, Kai, 2018. "Fostering integrated research on organizational politics and conflict in teams: A cross-phenomenal review," European Management Journal, Elsevier, vol. 36(5), pages 593-607.
    5. Elbanna, Said, 2016. "Managers' autonomy, strategic control, organizational politics and strategic planning effectiveness: An empirical investigation into missing links in the hotel sector," Tourism Management, Elsevier, vol. 52(C), pages 210-220.
    6. Hart, Timothy A. & Gilstrap, J. Bruce & Bolino, Mark C., 2016. "Organizational citizenship behavior and the enhancement of absorptive capacity," Journal of Business Research, Elsevier, vol. 69(10), pages 3981-3988.
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