Sophia V. Marinova

Are all good soldier behaviors the same? Supporting multidimensionality of organizational citizenship behaviors based on rewards and roles:

This article tests an integrative conceptual model of organizational citizenship behaviors (OCB) that combines two dominant distinctions in types of OCB (individual versus organizational target and promotive versus protective orientation). Challenging past research that has viewed OCB as unidimensional, we propose conceptually meaningful differences in the ways that employees perceive roles and rewards in relation to different dimensions of OCB. Results from four non-overlapping samples representing over 1550 employees support systematic similarities and differences between four specific types of OCB: helping, taking charge, compliance, and sportsmanship. We discuss theoretical and practical implications, emphasizing the value of future research that focuses on specific types of OCB.

Beneath the Surface: Uncovering the relationship between extraversion and organizational citizenship behavior through a facet approach

To date, an empirical link between the broad factor extraversion and organizational citizenship behavior (OCB) has not been found. We propose that a facet conceptualization of extraversion including surgency, sociability and positive emotions predict an individuals level of citizenship behaviors in opposing ways, thus masking the predictive ability of a broad factor of extraversion. In study one, we establish the foundation for predictive differences by documenting differential relationships between the facets of extraversion and the type of organizational cultures potential job applicants are attracted to. In study two, analysis of peer rated OCB from 117 individuals working in various organizations supports the superior predictive ability of the facets over that of the broad factor.

Getting Ahead or Getting Along? The Two-Facet Conceptualization of Conscientiousness and Leadership Emergence

We propose a theoretical process model of the social construction of leadership that sheds light on the relationship between conscientiousness and leadership emergence. The socioanalytic theory of personality is invoked to hypothesize different mediational paths linking the two facets of conscientiousness, achievement striving and duty, with leadership emergence. We tested the theoretical model with data from 249 employees matched with data from 40 of their coworkers and 40 supervisors employed in a Fortune 500 organization. Results indicate that the relationship between achievement striving and leadership emergence is partially mediated by competitiveness, providing support for a getting-ahead path to leadership. In contrast, the relationship between duty and leadership emergence is, in part, carried forward by trust, helping role perceptions, and helping behavior, supporting a getting-along path to leadership. Consistent with the self versus other distinction theoretically posited with regard to the facets of conscientiousness, although helping behavior is a predictor of leadership emergence, achievement strivers help only when they perceive helping as being an in-role requirement, whereas dutiful individuals enlarge their helping role perceptions.

Understanding the Independent Influence of Duty and Achievement Striving When Predicting the Relationship Between Conscientiousness and Organizational Cultural Profiles and Helping Behaviors

The theory that 2 facets of the factor conscientiousness, duty and achievement striving, are related to self- or other-centered motives, is supported in 2 studies. In Study 1 (N = 204 undergraduates), the self-centered facet of achievement striving was found to be the most important predictor of attraction toward organizational cultures that were outcome-based, aggressive, and emphasized rewards. Achievement strivers were less attracted to supportive and decisive organizations. In Study 2 (N = 189 part-time MBA students) the other-centered facet of duty was found to be predictive of helping behaviors. Theoretical and practical implications are discussed.

Are Good Citizens Good Transformational Leaders as Well? An Employee-Centric Perspective on Transformational Leadership

Research has demonstrated robust positive relationships between transformational leadership and employee attitudes and behaviors. To date, the preponderance of the literature has been leader-centric and focused on individuals who are already in leader roles. In this article, we adopt an employee-centric perspective and focus on behaviors of professionals who are not in formal leader roles. Specifically, we apply evolutionary theory as a theoretical lens for proposing that those who perform organizational citizenship behaviors (OCBs) will be seen as transformational leaders. We hypothesize linkages between four types of OCBs and four dimensions of transformational leadership. Multi-source field sample results based on more than 1,000 participants provide general support for the predictions. We discuss theoretical and practical implications.

Supervisor-Provided Resources: Development and Validation of a Measure of Employee Resources

This research integrates social exchange theory and resource theory to develop a measure of the types of resources supervisors provide to their employees, referred to as supervisor-provided resources (SPR). The factor structure, construct validity, and criterion-related validity for the SPR are reported based on six separate samples of working adults. Results indicated three resource dimensions: money, social, and task resources. All three resource types were positively related to quality of the social exchange relationship, but they were differentially related to attitudinal and behavioral outcomes. Implications of the SPR for future research and practice in the context of exchange relationships are discussed.

Constructive Organizational Values Climate and Organizational Citizenship Behaviors: A Configurational View:

The discretionary efforts of employees to go above and beyond illustrated by organizational citizenship behaviors (OCBs) provide an important path to organizational success. Organizational work environment characteristics, notably, organizational climates, serve as fundamental mechanisms for eliciting OCBs. However, existing research on organizational climate and OCBs frequently adopts a variable-centered approach that breaks down climate into individual dimensions. In contrast to past research, our goal is to respond to calls to more fully contextualize organizational climate by offering a configuration of climate attributes. Drawing on a typology of research problematizing, we replace the metaphor of individual dimensions with a metaphor of a climate configuration. To theorize and test the relationship between organizational climate and OCBs, we examine organizational values embodied in the competing values framework through a mesolevel organizational climate perspective. Building on the literature on managing paradox, we propose a constructive organizational values climate configuration, which captures how the different dimensions of the competing values framework coexist and work together. In turn, we propose that constructive organizational values climate predicts three types of OCBs: helping, taking charge, and creative behavior. Furthermore, drawing on regulatory focus theory and on the change-oriented and affiliative roots of OCBs, we offer two distinct mediators that shed light on the underlying processes. We test the proposed theory with data from 737 respondents residing in 166 work units in a wide variety of organizations.

The two faces conceptualization of conscientiousness and leadership emergence

In this study, we investigate a model linking two facets of conscientiousness, duty and achievement-striving, to leadership emergence in the workplace. We propose distinct mediational paths such that high achievement is associated with competitiveness, whereas duty is associated with trust in the workplace. Helping behavior served as a third interpersonal mechanism predictive of leadership emergence. Role definition functioned as a moderator in the relationship between achievement-striving and help and as a mediator for duty and help. We tested our theory with a total of over 300 respondents including focal employees and their coworkers, and supervisors employed in a Fortune 500 organization. Implications are discussed.