Work engagement contagion through coworker organizational citizenship behaviors
Abstracts and hypotheses are three research studies are provided. The task is to graphically represent variables and relationships in a graphic manner. The research studies also include the presence of mediators and moderators that must also be included in any graphic representations of relationships among variables. The material is most suitable for advanced research projects in business.
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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:
Innovative behavior is increasingly important for an organization's survival. 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 empowerment moderates the relationship between transactional leadership and follower innovative behavior.
TRANSFORMATIONAL LEADERSHIP (+1) INNOVATIVE BEHAVIOR
TRANSACTIONAL LEADERSHIP (-2) INNOVATIVE BEHAVIOR
TRANSFORMATIONAL LEADERSHIP (+3) PSYCHOLOGICAL EMPOWERMENT INNOVATIVE BEHAVIOR
GOAL COMMITMENT (+6) ORGANIZATIONAL COMMITMENT
Authentic leadership, perceptions of job characteristics, intrinsic motivation, and goal commitment serve as independent variables across the hypotheses. Job performance, organizational commitment, perceptions of job characteristics, intrinsic motivation, goal commitment, and task performance are the set of dependent variables. No mediators or moderators are mentioned.
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