From Citizenship Pressure to Pro-Group Unethical Behavior: The Dual-Stage Moderating Role of Self-Serving Political Will.

Drawing upon social cognitive theory, our study proposes a dual-stage moderated mediation model that utilizes moral disengagement as the mediator and self-serving political will as the moderator to investigate whether, how, and when team-oriented citizenship pressure leads to pro-group unethical behavior. Data were collected through questionnaires from 527 Chinese employees in various industries. Amos and Process macro were used to test the model's fit and hypotheses, respectively. The results showed that citizenship pressure has a positive effect on pro-group unethical behavior through moral disengagement. Moreover, self-serving political will is a positive moderator in both the first and second stages, as well as in the mediation effect. This study extends the related research field by linking citizenship pressure and political will with moral disengagement and pro-social unethical behavior, responding to some academic calls. When faced with team-oriented citizenship pressure, team members with high self-serving political will may become a sharp edge that stabs at other competing teams. Managers at the team and organizational levels can intervene in different ways depending on their constructive or destructive management goals.

Requested to do right things excessively: how citizenship pressure/future focus influence health-related work outcomes in health organizations during the pandemic.

PURPOSE: Public health practitioners face citizenship pressure when requested to engage in more extra-roles behaviors during the pandemic. The purpose of the study is to reveal the potential influence mechanism of citizenship pressure on the health and work outcomes of practitioners. DESIGN/METHODOLOGY/APPROACH: The authors completed a three-wave survey from a public healthcare organization during the coronavirus disease 2019 (COVID-19) delta-variant epidemic. FINDINGS: Results of polynomial regression and response surface showed that increased (versus decreased) and consistently high (versus low) level of citizenship pressure induced citizenship fatigue, which in turn increases negative affect/turnover intention. These negative effects of citizenship pressure are weaker among practitioners with a higher level of future focus. PRACTICAL IMPLICATIONS: Providing counseling service to health care practitioners in adopting a future time perspective of citizenship behaviors is important for public health organizations. ORIGINALITY/VALUE: This study is among the earliest attempts to reveal the potential dark side of excessive request of conducting organization citizenship behavior which is more commonly seen within public health organizations in the context of pandemic.

Compulsory Citizenship Behavior and Facades of Conformity: A Moderated Mediation Model of Neuroticism and Citizenship Pressure.

Drawing on the social exchange theory, this study investigates how compulsory citizenship behavior (CCB) produces facades of conformity through citizenship pressure, and whether neuroticism moderates the relationship among them. This study surveyed 356 employees (259 males, 97 females; average age 37.7 years) of a northern Taiwanese corporation to investigate the relationship among CCB, citizenship pressure, and facades of conformity. The study found that neuroticism moderates the strength of the indirect effect of CCB and facades of conformity through citizenship pressure, such that the mediated relationship is stronger under high neuroticism than under low neuroticism. It also suggests that a relationship among CCB, citizenship pressure, and facades of conformity exists, in which a negative response leads to generalized pressure in organizations. Finally, this study proposes that managers and employers should consider that CCB may result in false conformity by employees and introduce negative citizenship pressure into the work domain. In addition, employers should encourage employees to build social relations to avoid CCB. Organizations and leaders need to generate environments within which employees support extra-role activities in the workplace.

The Impact of Citizenship Pressure on Organizational Citizenship Performance: A Three-Way Interactive Model.

Citizenship pressure has recently been a hot topic in organizational citizenship behavior research since it aids in understanding the driving mechanism of organizational citizenship behavior. However, previous research has revealed discrepancies in the connection. This article develops a theoretical model of the impact of citizenship pressure on organizational citizenship performance based on expectancy theory. A leader-employee paired questionnaire was used to evaluate the hypotheses. The results indicate that organizational citizenship performance is positively influenced by citizenship pressure. The connection between organizational citizenship performance and citizenship pressure is positively moderated by transformational leadership. The better the transformational leadership, the greater the influence of citizenship pressure on organizational citizenship performance. Furthermore, the impact of transformational leadership on the link between citizenship pressure and organizational citizenship performance is dependent on the political skill of employees. When individuals with strong political skill encounter transformational leadership, the relationship between citizenship pressure and organizational citizenship performance is minimal. On the contrary, this relationship is enhanced when personnel with limited political skill are confronted with transformational leadership.

Citizenship Pressure as a Predictor of Daily Enactment of Autonomous and Controlled Organizational Citizenship Behavior: Differential Spillover Effects on the Home Domain.

This study questions the exclusive discretionary nature of organizational citizenship behavior (OCB) by differentiating between autonomous OCB (performed spontaneously) and controlled OCB (performed in response to a request from others). We examined whether citizenship pressure evokes the performance of autonomous and controlled OCB, and whether both OCB types have different effects on employees' experience of work-home conflict and work-home enrichment at the within- and between-person level of analysis. A total of 87 employees completed two questionnaires per day during ten consecutive workdays (715 observations). The results of the multilevel path analyses revealed a positive relationship between citizenship pressure and controlled OCB. At the within-person level, engaging in autonomous OCB resulted in an increase of experienced work-home conflict and work-home enrichment. At the between-person level, enactment of autonomous OCB predicted an increase in experienced work-home enrichment, whereas engaging in controlled OCB resulted in increased work-home conflict. The divergent spillover effects of autonomous and controlled OCB on the home domain provide empirical support for the autonomous versus controlled OCB differentiation. The time-dependent results open up areas for future research.

Is Charismatic Leadership Effective When Workers Are Pressured To Be Good Citizens?

Prior research has explored how employees' perceptions of their leaders impact their work attitudes and behaviors. Studies have shown that charismatic leaders motivate individuals to be more engaged and to exhibit more organizational citizenship behaviors. This study considers how a moderator, citizenship pressure, affects how charismatic leaders might inspire their followers to go above and beyond and be more engaged in their work. Using a sample of 243 workers, this study's findings show that charismatic leadership has a stronger positive effect on job engagement when employees perceive less citizenship pressure. Citizenship pressure did not moderate the relationship between charismatic leadership and organizational citizenship behavior. Implications of this study include an examination of the moderating influence of citizenship pressure, a relatively new construct. Practically, the implications may shed some light on leadership factors that encourage increased effort from employees and greater employee engagement. More specifically, findings suggest that persons are motivated to exhibit more OCBs to meet high expectations of charismatic leaders. However, when seeking engagement, feeling pressure to perform these OCBs has a reverse effect as more job engagement results with less citizenship pressure. Future research suggestions and limitations are discussed.