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Social power as a means of increasing personal and organizational effectiveness: The mediating role of organizational citizenship behavior

Research output: Contribution to Journal/Magazine › Journal article › peer-review

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Social power as a means of increasing personal and organizational effectiveness: The mediating role of organizational citizenship behavior. / Jain, Ajay K.; Giga, Sabir I.; Cooper, Cary.
In: Journal of Management and Organization, Vol. 17, No. 3, 01.05.2011, p. 412-432.

Research output: Contribution to Journal/Magazine › Journal article › peer-review

Harvard

Jain, AK, Giga, SI & Cooper, C 2011, 'Social power as a means of increasing personal and organizational effectiveness: The mediating role of organizational citizenship behavior', Journal of Management and Organization, vol. 17, no. 3, pp. 412-432. https://doi.org/10.5172/jmo.2011.17.3.412

APA

Jain, A. K., Giga, S. I., & Cooper, C. (2011). Social power as a means of increasing personal and organizational effectiveness: The mediating role of organizational citizenship behavior. Journal of Management and Organization, 17(3), 412-432. https://doi.org/10.5172/jmo.2011.17.3.412

Vancouver

Jain AK, Giga SI, Cooper C. Social power as a means of increasing personal and organizational effectiveness: The mediating role of organizational citizenship behavior. Journal of Management and Organization. 2011 May 1;17(3):412-432. doi: 10.5172/jmo.2011.17.3.412

Author

Jain, Ajay K. ; Giga, Sabir I. ; Cooper, Cary. / Social power as a means of increasing personal and organizational effectiveness : The mediating role of organizational citizenship behavior. In: Journal of Management and Organization. 2011 ; Vol. 17, No. 3. pp. 412-432.

Bibtex

@article{566d19b9cdba4d55aeac774d9ceff940,
title = "Social power as a means of increasing personal and organizational effectiveness: The mediating role of organizational citizenship behavior",
abstract = "This study focuses on to explore the impact of social power on Organizational Citizenship Behaviour (OCB) and the role of OCB as a mediator of the relationship between social power and personal and organizational effectiveness. Data were collected by administering self rated questionnaires to male middle level executives (N = 250) in face to face condition from motor cycle manufacturing organisations based in northern India. The mediator analysis (by using AMOS) showed that all the fit indexes were in the acceptable range which indicates that OCBs has mediated significantly between social power and effectiveness. Other results as analyzed through multiple regression analysis showed the significant impact of social power on the dimensions of OCB and effectiveness as it was hypothesized. The study suggests the potential benefits of using positive forms of social power by supervisors as part of their managerial style in order to enhance OCBs and in turn increasing personal and organizational effectiveness. This study advances the research on the concept of OCB and social power in Indian work context.",
keywords = "Organisational citizenship behaviour, Organizational effectiveness, Personal effectiveness, Social power",
author = "Jain, {Ajay K.} and Giga, {Sabir I.} and Cary Cooper",
year = "2011",
month = may,
day = "1",
doi = "10.5172/jmo.2011.17.3.412",
language = "English",
volume = "17",
pages = "412--432",
journal = "Journal of Management and Organization",
issn = "1833-3672",
publisher = "eContent Management Pty Ltd",
number = "3",

}

RIS

TY - JOUR

T1 - Social power as a means of increasing personal and organizational effectiveness

T2 - The mediating role of organizational citizenship behavior

AU - Jain, Ajay K.

AU - Giga, Sabir I.

AU - Cooper, Cary

PY - 2011/5/1

Y1 - 2011/5/1

N2 - This study focuses on to explore the impact of social power on Organizational Citizenship Behaviour (OCB) and the role of OCB as a mediator of the relationship between social power and personal and organizational effectiveness. Data were collected by administering self rated questionnaires to male middle level executives (N = 250) in face to face condition from motor cycle manufacturing organisations based in northern India. The mediator analysis (by using AMOS) showed that all the fit indexes were in the acceptable range which indicates that OCBs has mediated significantly between social power and effectiveness. Other results as analyzed through multiple regression analysis showed the significant impact of social power on the dimensions of OCB and effectiveness as it was hypothesized. The study suggests the potential benefits of using positive forms of social power by supervisors as part of their managerial style in order to enhance OCBs and in turn increasing personal and organizational effectiveness. This study advances the research on the concept of OCB and social power in Indian work context.

AB - This study focuses on to explore the impact of social power on Organizational Citizenship Behaviour (OCB) and the role of OCB as a mediator of the relationship between social power and personal and organizational effectiveness. Data were collected by administering self rated questionnaires to male middle level executives (N = 250) in face to face condition from motor cycle manufacturing organisations based in northern India. The mediator analysis (by using AMOS) showed that all the fit indexes were in the acceptable range which indicates that OCBs has mediated significantly between social power and effectiveness. Other results as analyzed through multiple regression analysis showed the significant impact of social power on the dimensions of OCB and effectiveness as it was hypothesized. The study suggests the potential benefits of using positive forms of social power by supervisors as part of their managerial style in order to enhance OCBs and in turn increasing personal and organizational effectiveness. This study advances the research on the concept of OCB and social power in Indian work context.

KW - Organisational citizenship behaviour

KW - Organizational effectiveness

KW - Personal effectiveness

KW - Social power

U2 - 10.5172/jmo.2011.17.3.412

DO - 10.5172/jmo.2011.17.3.412

M3 - Journal article

AN - SCOPUS:79955089922

VL - 17

SP - 412

EP - 432

JO - Journal of Management and Organization

JF - Journal of Management and Organization

SN - 1833-3672

IS - 3

ER -