Differentiating Good Soldiers from Good Actors by Employees' Goal Orientation: The Moderating Roles of Supervisors' Authoritarian and Benevolent Leadership

• Main Authors: WU, YU-MEI, 吳玉美
• Other Authors: CHEN, SUNG
• Format: Others
• Language: zh-TW
• Published: 2019
• Online Access: http://ndltd.ncl.edu.tw/handle/3yezy5

碩士 === 崑山科技大學 === 企業管理研究所 === 107 === Empirical research indicate that employees' organizational citizenship behavior (hereinafter abbreviated as OCB) contribute not only to organizational effectiveness, but also to customer satisfaction, and employee productivity. In light of the many positive benefits of OCB, understanding the underlying motivations (such as impression management, prosocial value and organizational concern) that employees engage in OCB, and applying these motives to differentiate good actors from good soldiers among employees has long been a topic of interest to academicians and practitioners. However, empirical research also indicate that impression management motives were short of validity in explaining OCB of good actors. Goal orientation theory, originally developed in educational psychology, provides a theoretical framework for explaining why people engage in OCB or not. The study, according to the expected instrumental value of OCB toward goal orientation (including learning orientation, performance-approach orientation, and performance-avoidance orientation) and the impression management motives of goal orientation, examined the relationships of employees' goal orientation to their OCB, and the moderating effects of supervisors' paternalistic leadership on those relationships. 248 supervisor-subordinate dyads from small and medium enterprises in Taiwan were sampled as subjects. Moderated regression analysis indicated that subordinates' learning orientation has positive impact on their OCB toward supervisors and organizations. Moreover, the findings also show that significantly positive relationships between performance-avoidance orientation and OCB toward peers, supervisors, and organizations when perceived supervisors' Juan-Chiuan leadership was high or Shang- Yan leadership was low, and significantly negative relationships between performance- approach orientation and OCB toward peers, supervisors, and organizations when perceived supervisors' work-oriented leadership was low. The findings implicate that employees with high learning orientation act as good soldiers, with high performance- avoidance orientation act as good actors, and with high performance-approach orientation act as defectors. Finally, the theoretical and managerial implications were drawn based on the study findings, and recommendations for future researchers were made.