Path Diagrams of Research Models Business

This current research developed and tested a model of work engagement contagion in which the organizational citizenship behaviors (OCBs) and competitive behaviors of coworkers influence employees' engagement with their jobs. In a sample of 1,422 departments of an insurance firm, multilevel analysis revealed that coworkers' OCBs and competitive behaviors explain variance in individual work engagement over and above that explained by other individual and group-level predictors. Broadly speaking, these results suggest that coworkers' OCBs and competitive behaviors play critical roles in explaining why people are more engaged with their work. Implications are discussed.

Hypothesis 1: Coworkers' OCB is positively related to work engagement.

Hypothesis 2: Coworkers' competitive behaviors mediate the positive relationship between coworkers' OCBs and focal employee work engagement.

OCB (+1) WORK ENGAGEMENT

OCB (+2) COMPETITVE BEHAVIORS WORK ENGAGEMENT

The OCB's are the independent variables. The employees' competitive behaviors are the mediators. The dependent variables are the employee work engagement (positive).

Research Study 2

Abstract:

Transformational leadership, in contrast to transactional leadership, has been argued to be particularly effective in engendering follower innovative behavior. However, empirical evidence for this relationship is scarce and inconsistent. Addressing this issue, we propose that follower psychological empowerment moderates the relationship of transformational and transactional leadership with follower innovative behavior. In a field study with 230 employees of a government agency in the Netherlands combining multisource ratings, we show that transformational leadership is positively related to innovative behavior only when psychological empowerment is high, whereas transactional leadership has a negative relationship with innovative behavior only under these conditions.
Hypothesis 1: Transformational leadership is positively related to follower innovative behavior.

Hypothesis 2: Transactional leadership is negatively related to follower innovative behavior.

Hypothesis 3: Psychological empowerment moderates the relationship between transformational leadership and follower innovative behavior.

Hypothesis 4: Psychological…