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Change-oriented Organizational Citizenship

Behavior in Public Administration: The Power of
Leadership and the Cost of Organizational
Politics
Beran Vigoda-Gadot, Itai Beeri

Presented By
Md Shoriful Islam
Outline
• Introduction
• Objectives
• Theory
• Hypothesis
• Methods
• Data Analysis
• Findings
• Critical Analysis
• Limitations
• Bangladesh Perspective
Introduction
• Change-oriented Organizational Citizenship
Behavior (OCB) : Definition

• Efforts by an individual to actively identify

and implement changes in work policies,
methods, processes to improve present work
state and performance
Objective of the study
• To introduce the new technology of change
oriented OCB

• to examine the meaning of change oriented

OCB and its relationship
Theory
• The well-grounded of organizational theory

• Bettencourt’s conceptualization and model

• Extension Bettencourt’s model

Hypothesis
• Relationship
Change-oriented OCB and
Four Variables: Transformational Leadership
Transactional Leadership
Leader-Member Exchange(LMX)
Perceptions of Organizational Politics (POPS)
 Hypothesis
• H1 In the public sector, perceptions of the
transformational and transactional leadership
styles will be positively related to the quality
of LMX relationships.
• H2 Perceptions of Transformational and
Transactional leadership and the quality of
LMX will be positively related with the change-
oriented OCB of Public employees.
Hypothesis
• H3 In the public sector, perceptions of
transformational leadership, transactional
leadership, and the quality of LMX
relationships will be negatively related to
POPS.
• H4 POPS moderate the relationship between
the quality of LMX and change-oriented OCB
in the public sector.
•
Hypothesis in Block Representation
Methods & Measure
• A large medical center of Israel
• High response rate 90% (217 out of 240)

Control Variables
Average age
Average years of education
Service life
Method & Measures
• One model developed for Change-oriented
OCB
• Established items has been used
• All scale reliability is more than 0.83
 Data Analysis
• Exploratory factor analysis with varimax
rotation
• Ordinary multiple regression analysis
• Hierarchical multiple regressions with
interactions effect
Findings
• Transformational and transactional leadership,
LMX, and POPS are slightly skewed to left.
• Strong correlation between Transformational,
Transactional leadership and LMX
• Transformational, Transactional leadership and
quality of LMX negatively related to POPS.
• Change-oriented OCB negatively related with
age but positively related with tenure
Findings
• Positive relation Transactional leadership and
change-oriented OCB
• But negative relationship with
Transformational leadership
• Change oriented OCB strongly & positively
related with the quality of LMX but no direct
relationship with POPS.
Findings
• Y=4.17+.32X-0.02Z+.19XZ
• X represents LMX
• Y represents Change oriented OCB
• Z represents POPS
• change-oriented OCB improves with an
increase in the quality of LMX.
• Quality of LMX slightly with high and low value
of POPS
Critical Analysis
• Transaction leadership has no effect on POPS.
• LMX relationship OCB directed to individual
but not directed toward organization
• LMX relation with change oriented OCB
strongly positive and slightly change with
POPS
• Direct positive relation between transactional
leadership and change-oriented OCB
 Critical Analysis
• Negative relationship between
transformational leadership and change-
oriented OCB.
• It is surprising it was expected it would be
opposite.
 Limitations
• Sample size was small and homogeneous ,
• Control Variables variety low
• Second, the data has been collected from one
country, Israel.
• The data has skewed distribution,
• No causal relationship
 Context of Bangladesh
• In the context of Bangladesh, change-oriented
OCB can play crucial role in driving organizational
change and development.
Some Key points
• Willingness to Embrace Chang
• Proactive Problem Solving
• Knowledge Sharing and collaboration
• Supporting Coworkers
• Role of Modeling
 Conclusion
• Despite limitations
• findings are thought provoking
• Inspire further research in the domain
• Invokes creativity and innovation in public
administration