Job Involvement in Pakistan
The current issue and full text archive of this journal is available at www.emeraldinsight.com/0048-3486.htm
Leadership style, organizational politics, and employees’ performance
An empirical examination of two competing models
Eran Vigoda-Gadot
Division of Public Administration and Policy, School of Political Sciences, University of Haifa, Haifa, Isreal
Abstract
Purpose – This study aims to examine perceptions of politics among public sector employees as a possible mediator between the supervisor’s leadership style and formal and informal aspects of employees’ performance (Organizational Citizenship Behavior – OCB). Design/methodology/approach – The Multifactor Leadership Questionnaire (MLQ) was distributed to employees of a public security organization in Israel (N ¼ 201), asking them to evaluate their supervisor’s style of leadership. Employees were also asked to report their perceptions of organizational politics using the scale developed by Kacmar and Ferris. In addition, supervisors provided objective evaluations of the levels of their employees’ in-role performance and OCB. The intra-structure of the leadership variable was examined by exploratory factor analysis (EFA) and confirmatory factor analysis (CFA) with structural equation modeling. Two alternative models were examined: first, a model of mediation and second, a direct model with no mediation. Findings – The research resulted in mixed findings that only partially support the mediating effect of organizational politics on the relationship between leadership, in-role performance and OCB. A direct relationship between leadership and performance (in-role and OCB) was also found. Research limitations/implications – The differences between the models do not allow clear answers as to the mediating or direct effect of organizational politics in the relationship between leadership and performance. The implications on causality are also limited. Practical implications – Managers should recognize the
Leadership style, organizational politics, and employees’ performance
An empirical examination of two competing models
Eran Vigoda-Gadot
Division of Public Administration and Policy, School of Political Sciences, University of Haifa, Haifa, Isreal
Abstract
Purpose – This study aims to examine perceptions of politics among public sector employees as a possible mediator between the supervisor’s leadership style and formal and informal aspects of employees’ performance (Organizational Citizenship Behavior – OCB). Design/methodology/approach – The Multifactor Leadership Questionnaire (MLQ) was distributed to employees of a public security organization in Israel (N ¼ 201), asking them to evaluate their supervisor’s style of leadership. Employees were also asked to report their perceptions of organizational politics using the scale developed by Kacmar and Ferris. In addition, supervisors provided objective evaluations of the levels of their employees’ in-role performance and OCB. The intra-structure of the leadership variable was examined by exploratory factor analysis (EFA) and confirmatory factor analysis (CFA) with structural equation modeling. Two alternative models were examined: first, a model of mediation and second, a direct model with no mediation. Findings – The research resulted in mixed findings that only partially support the mediating effect of organizational politics on the relationship between leadership, in-role performance and OCB. A direct relationship between leadership and performance (in-role and OCB) was also found. Research limitations/implications – The differences between the models do not allow clear answers as to the mediating or direct effect of organizational politics in the relationship between leadership and performance. The implications on causality are also limited. Practical implications – Managers should recognize the