The moderating effect of Moral Values on the relationship between Authentic Leadership and Organizational Citizenship Behavior in the Police Force

  • Mohamed Abdelkarim Murad Mohamed University of Dubai
  • Kamarul Zaman Bin Ahmad University of Dubai
Keywords: Authentic Leadership, Justice, Person-environment fit, moral values, OCB

Abstract

One of the key issues currently faced by the UAE Police Force is effective leadership. Authentic Leadership is one of the more contemporary theories of leadership and is linked with organizational citizenship behavior (OCB), which is the discretionary behaviors that are not directly stated in the job description. This research also incorporates the theory of person-environment fit, by proposing to examine whether a police employee with high moral values, fits with an authentic leader and a work environment where justice is paramount.

Keywords: Authentic Leadership, Justice, Person-environment fit, moral values, OCB

Downloads

Download data is not yet available.

References

Adams, S. J. (1965). Inequality in Social Exchange. In L. Berkowitz (Ed.). New York, NY: Academic Press, 267-299.

AlZaabi M.S.A., Ahmad, K.Z., &Hossan, C. (2016). Authentic leadership, work engagement and organizational citizenship behaviors in petroleum company, International Journal of Productivity and Performance Management. 65(6), 811-830.

Avolio, B.J. & Garder, W.L. (2005). Authentic leadership development: Getting to the root of positive forms of leadership.The Leadership Quarterly, 16(3), 315-338.

Bateman, T. S., & Organ, D. W. (1983). Job satisfaction and the good soldier: The relationship between affect and employee "citizenship." Academy of Management Journal, 26(4), 587-

Blau, P. M. (1964). Social exchange theory.
Carroll, A. B. (1987). Linking Business Ethics to Behavior in Organization.Advanced Management Journal,43(3), 4–11.

Cottrill, K., Denise Lopez, P. & Hoffman, C.(2014). How authentic leadership and inclusion benefit organizations. Equality Diversity and Inclusion.An International Journal33,(3), 275-292

Folger, R., & Cropanzano, R. (1998). Organizational justice and human resource management. Thousand Oaks, CA: SAGE.

Fritzsche, D. J., & Becker, H. (1984). Linking management behavior to ethical philosophy—An empirical investigation. Academy of Management journal, 27(1), 166-175.

Gandz, J.,& N. Hayes (1988). Teaching Business Ethics, Journal of Business Ethics 7, 657–669.

Gardner, W. L., Avolio, B. J., Luthans, F., May, D. R., Walumbwa F. (2005). "Can you see the real me?" A self-based model of authentic leader and follower development, The leadership Quarterly, 16(3), 343 - 372

Gardner, W. L., Cogliser, C. C., Davis, K. M., & Dickens, M. P. (2011). Authentic leadership: A review of the literature and research agenda. The Leadership Quarterly, 22(6), 1120-1145.

Homans, G. C. (1958). Social behavior as exchange. American Journal of Sociology, 63(6), 597-606.

Kristof, A. (1996). Person-organisation fit: an integrative review of it’s conceptualisations, measurement, and implications. Personnel Psychology, 49, 1-49.

James, K. (1993). The social context of organizational justice: Cultural, intergroup, and structural effects on justice behaviors and perceptions. Justice in the workplace: Approaching fairness in human resource management, 21-50.

Jiang, D. Y., Lin, Lin, Y. C. & Lin, L.C. (2011). Business Moral Values of Supervisors and Subordinates and their effect on Employee effectiveness. Journal of Business Ethics, 100, 239-252.

Lewis, P. V. (1985). Defining Business Ethics: Like Nailing Jelly to a Wall.Journal of Business Ethic4(5), 377–383.

Luthans, F. & Avolio, B.J. (2003).“Authentic leadership development." Positive Organizational Scholarship: Foundations of a new Discipline., Berrett-Koehler, San Francisco

Organ, D.W. (1988), Organizational Citizenship Behavior: The God Soldier Syndrome, Lexington, MA: Lexington Books.

Organ, D. W., & Ryan, K. (1995).A meta-analytic review of attitudinal and dispositional predictors of organizational citizenship behavior. Personnel Psychology, 48(4), 775-802. 42.

Organ, W. C., & Motowidlo, S. J. (1993). Expanding the criterion domain to include elements of contextual performance.In N. Schmitt, W. C. Borman, & Associates (Eds.), Personnel selection in organizations (pp. 71–98). San-Francisco

Schwartz, M. S. (2005). Universal Moral Values for Corporate Codes of Ethics.Journal of Business Ethics, 59, 27–44.

Scott, E. D. (2000). Moral Values: Situationally Defined Individual Differences, Business Ethics Quarterly10(2), 497–521.

Scott, E.D. (2002). Organizational moral values. Business Ethics Quarterly,12(1), 33.

Ugochukwu, O. (2016). The effect of organisational justice and organisational citizenship behaviours among private universities in Enugu state, Nigeria.International Journal of Information, Business and Management, 8(1)

Vision(2021) (n.d.) UAE Vision 2021 was launched by H.H. Sheikh Mohammed bin Rashid Al Maktoum, Vice-President and Prime Minister of the UAE and Ruler of Dubai, at the closing of a Cabinet meeting in 2010. Retrieved from http://www.vision2021.ae/en/national-priority-areas/safe-public-and-fair-judiciar

Walumbwa, F. O., Avolio, B. J., Gardner, W. L., Wernsing, T. S. & Peterson, S. J. (2008). Authentic Leadership: Development and Validation of a Theory-Based Measure.Journal of Management,34(1), 89.
Published
2017-12-24