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The Effect of Organizational Silence and Transformational Leadership on Organizational Citizenship Behavior : Focus on the Moderating of Psychological Contract

정수진|사숙수
한국상업경영학회 (The Korean Academy of Business Management)|2018.04|상업경영연구 (Korean Journal of Business & Management)|제32권 제2호|pp. 99-133|DOI 10.34274/krabe.2018.32.2.005

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참고문헌

키워드

변혁적 리더십Transformational Leadership조직시민행동Organizational Citizenship BehaviorPsychological Contract조직침묵Organizational Silence심리적 계약
주제분류경영학

초록

The precise management of organizational silence is essential to improving employee morale and to enhancing employees’ sense of belonging. Transformational leadership is fundamental to organizations that need to change in order to adapt to fluctuating market environments. This study aims to determine how organizational silence and transformational leadership affect organizational citizenship behavior; and focuses on the moderating effects of psychological contract. It enriches the conceptual models of organizational silence and transformational leadership to enhance organizational performance and promote better organizational development. Based on relevant theoretical research, this study puts forward research hypotheses and establishes a research model. This study surveyed Chinese SMEs employees, and used SPSS23.0 and AMOS23.0 to analyze the data. This study used correlation analysis and hierarchical regression analysis to verify the hypotheses. The results proved that organizational silence had a significant effect on organizational citizenship behavior. In which, acquiescent silence and defensive silence had negative significant effects on organizational citizenship behavior, and pro-social silence had a positive significant effect on organizational citizenship behavior. Psychological contract played a part of moderating role among the above effect relationships. In addition, among of transformational leadership dimensions, charisma, individualized consideration and inspirational motivation had positive significant effects on organizational citizenship behavior, but intellectual stimulation had no significant effect on organizational citizenship behavior. Psychological contract also played a part of moderating role among the above effect relationships. Organizations should establish more effective communication channels to avoid the negative effects of organizational silence. Organizations should enhance individualized consideration and inspirational motivation to improve the positive effect of transformational leadership on organizational citizenship behavior. In addition, employees who maintain a high level of psychological contract may have a strong sense of belonging that counteracts the negative effect of organizational silence and the positive effect of transformational leadership

Abstract

The precise management of organizational silence is essential to improving employee morale and to enhancing employees’ sense of belonging. Transformational leadership is fundamental to organizations that need to change in order to adapt to fluctuating market environments. This study aims to determine how organizational silence and transformational leadership affect organizational citizenship behavior; and focuses on the moderating effects of psychological contract. It enriches the conceptual models of organizational silence and transformational leadership to enhance organizational performance and promote better organizational development. Based on relevant theoretical research, this study puts forward research hypotheses and establishes a research model. This study surveyed Chinese SMEs employees, and used SPSS23.0 and AMOS23.0 to analyze the data. This study used correlation analysis and hierarchical regression analysis to verify the hypotheses. The results proved that organizational silence had a significant effect on organizational citizenship behavior. In which, acquiescent silence and defensive silence had negative significant effects on organizational citizenship behavior, and pro-social silence had a positive significant effect on organizational citizenship behavior. Psychological contract played a part of moderating role among the above effect relationships. In addition, among of transformational leadership dimensions, charisma, individualized consideration and inspirational motivation had positive significant effects on organizational citizenship behavior, but intellectual stimulation had no significant effect on organizational citizenship behavior. Psychological contract also played a part of moderating role among the above effect relationships. Organizations should establish more effective communication channels to avoid the negative effects of organizational silence. Organizations should enhance individualized consideration and inspirational motivation to improve the positive effect of transformational leadership on organizational citizenship behavior. In addition, employees who maintain a high level of psychological contract may have a strong sense of belonging that counteracts the negative effect of organizational silence and the positive effect of transformational leadership

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