Equity and relationship quality influences on organizational citizenship behaviors: The mediating role of trust in the supervisor and empowerment

By D. Wat, M. Shaffer. 2005

379 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/6a3c6bedff8966767ad450cfa3280c01b095664b

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In Organizational Behavior and Human Resource Management

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Citations in the corpus

Transformational leadership, psychological empowerment, and the moderating role of mechanistic–organic contexts (2014, background): “These organizational structures may limit errors and create efficiencies, but they reduce freedom in decision making (Weber, 1947), leaving members with limited opportunities for self-expression in their work or latitude in deciding how to approach work initiatives.”
RETRACTED: Psychological processes linking authentic leadership to follower behaviors (2010, background): “Wat & Shaffer (2005) argued that a higher quality social exchange relationship experienced by more empowered individuals helped explain the relationship they observed between empowerment and OCB.”
Taking Stock: A review of more than twenty years of research on empowerment at work (2007, background): “Second, Chen et al. (2007) examined how two empowering leadership practices, one at the team level (empowering leadership climate) and one at the individual level (LMX), affected both individual and team empowerment.”
Perfectionism, self-efficacy and OCB: the moderating role of gender (2012, result): “Empirical results support a strong link between both perceived justice and perceived organisational support and organisational citizenship behaviour (Liu, 2009; Wat and Shaffer, 2005).”
Exploring predictors of organizational identification: Moderating role of trust on the associations between empowerment, organizational support, and identification (2010, background): “…some research examining trust as a mediator between justice and organizational citizenship behaviours (OCBs; Ertürk, 2007; Konovsky & Pugh, 1994; Wat & Shaffer, 2005), managerial communication and openness to change (Ertürk, 2008), justice and commitment/satisfaction (Hopkins & Weathington,…”
Locus of control, psychological empowerment and intrinsic motivation relation to performance (2015, background): “…psychological empowerment as antecedents of task performance (e.g. Hempel et al., 2012; Spreitzer et al., 1997), contextual performance (e.g. Walumbwa et al., 2010; Wat and Shaffer, 2005) and innovation performance (e.g. Singh and Sarkar, 2012; Zhang and Bartol, 2010) are replicated in this study.”
Trust and Leader—Member Exchange (2008, background): “Some studies examined trust as an antecedent of LMX (Dulebohn et al., 2008; Gomez & Rosen, 2001), whereas others studied it as an outcome of LMX (Wat & Shaffer, 2005).”
A Meta-Analysis of Antecedents and Consequences of Leader-Member Exchange (2012, result): “Since that time, a number of studies have found support for a positive association between leader trust of followers and LMX (e.g., Gomez & Rosen, 2001; Pelled & Xin, 2000; Van Dam, Oreg, & Schyns, 2008; Wat & Shaffer, 2005).”
In justice we trust: Exploring knowledge-sharing continuance intentions in virtual communities of practice (2010, background): “Theoretically trust in management inspires individual conscientiousness in organizational settings (e.g., Deluga, 1995; Wat & Shaffer, 2005), as well as in the VC context.”