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• W4366758255 abstract "ABSTRACTAlthough there are numerous benefits associated with organizational citizenship behaviors (OCBs), recent research has shown that they can have both benefits and costs for the well-being of employees engaging in these behaviors. Thus, it is crucial to understand how and why OCBs can have positive and negative impacts on well-being in order to mitigate unintended consequences associated with these otherwise positive behaviors. Drawing on social exchange and conservation of resources theories, we argue that change in OCBs that subordinates direct toward their supervisors correspond with changes in supervisor consideration and initiating structure behaviors, as rated by subordinates. In turn, subordinate perceptions of supervisor behaviors have important implications for subordinate well-being (i.e. job satisfaction, life satisfaction, and emotional exhaustion). Using a longitudinal design and a sample of 205 students, we found that supervisor consideration and initiating structure in response to receiving OCBs from subordinates explains the benefits and costs that arise from engaging in OCBs over time. AcknowledgmentsWe would like to thank Winny Shen and Lance Ferris, for their helpful comments on previous versions of this paper. A version of this paper was presented at the annual meeting of the Academy of Management Conference in 2018.Disclosure statementNo potential conflict of interest was reported by the author(s).Data availability statementThe data that support the findings of this study are available from the corresponding author, LL, upon reasonable request. The data are not publicly available due to containing information that could compromise the privacy of research participants.Notes1 We conducted data collection in two academic years (n = 93 in 2013–2014 and n = 112 in 2014–2015) to reach the current sample size. All Master’s students in our sample were in research postgraduate programs. In addition to coursework, these research Master’s students must perform research work under the supervision of an advisor. They all received stipends for performing research assistance work and/or teaching assistance work. Many of them intended to pursue a Doctoral degree after graduation, either at the same university with the same supervisor, or elsewhere. Subgroup analyses revealed that there were no differences in the significance and direction of results between participants from these two institutions, hence we chose to combine them to maximize statistical power.2 We also measured organizational-directed OCBs with another six items from Dalal et al. (Citation2009). Participants indicated the frequency with which they engaged in each behavior over the past four weeks (1 = never; 7 = daily). Sample items include “Volunteered for additional work tasks” and “Persisted enthusiastically in completing a task.” Supplementary analyses with organizational-directed OCBs indicate they yielded similar results as using supervisor-directed OCBs, albeit supervisor-directed OCBs predicted leader behaviors with greater magnitude compared to organizational-directed OCBs.3 As recommended by Heggestad et al. (Citation2019), we established the validity of all of our adapted scales (consideration, initiating structure, job satisfaction, emotion exhaustion) by demonstrating measurement invariance between our current sample Time 1 adapted measures and a separate sample that used the original items. More detailed results are available upon request from the first author.4 Prior to analyzing the data, we checked for the possibility of non-independence (i.e., graduate students nested within the same advisor). Based on students’ self-reported supervisor initial, we identified three instances of nesting (i.e., three supervisors each has two new graduate students completing the survey). Given the rare occurrence, we deemed non-independence not to be an issue and proceeded to test our hypotheses.5 We created item parcels for measures with greater than five items to reduce the number of parameters estimated for improved model estimation (Little et al., Citation2002). Following Meade and Kroustalis (Citation2006), we first used item-level data to examine the fit of the theoretical measurement model of each group (i.e., each time point), which provided information about structural equivalence. Once structural equivalence was established, we used parcels for the overall measurement invariance test and structural parameter estimation.6 When we tested each study variable individually, all linear models showed an adequate fit to the data, whereas only one nonlinear model (emotional exhaustion) achieved convergence. For the nonlinear model that achieved convergence, model comparison indicated there were no significant differences in model fit between linear and nonlinear models.Additional informationFundingThis research is supported by a research grant from the Canadian Social Sciences and Humanities Research Council (Grant No. 435-2018-0629) awarded to the first, third, and fourth author, a research grant from the Canadian Social Sciences and Humanities Research Council (Grant No. 430-2018-00053) awarded to both the first and fourth author, a National Natural Science Foundation of China (Grant No. 71771133) awarded to the first author, and a Laurier Early Career Researcher grant awarded to the first author." @default.
• W4366758255 created "2023-04-24" @default.
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• W4366758255 date "2023-03-15" @default.
• W4366758255 modified "2023-10-04" @default.
• W4366758255 title "Subordinate Organizational Citizenship Behavior Trajectories and Well-Being: The Mediating Roles of Perceived Supervisor Consideration and Initiating Structure" @default.
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