International Journal of Management (IJM)

Volume 7, Issue 3, March-April 2016, pp. 93108, Article ID: IJM_07_03_010

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AN EXPLORATION OF EMOTION DRIVEN

ORGANIZATIONAL CITIZENSHIP
BEHAVIOR - A PHENOMENOLOGICAL
APPROACH
Dr. K. K. Ramachandran
Director
Institute of Management
Dr. G.R.D. College of Science
Coimbatore India
A. Sarasu
Assistant Professor
Institute of Management
Dr. G.R.D. College of Science
Coimbatore India
ABSTRACT
The purpose of this research is to investigate the relationships between
servant leadership and organizational justice towards OCB. The study also
evaluates the legitimacy of OCB in estimating emotional quotient and whether
or not it is mediated by social exchange. This study comprehends the
subsisting research gaps in the literature by studying the recommendations
from previous studies and through extending the introspection on OCB among
IT professionals towards organizational backdrop. A questionnaire is
employed as a research instrument to collect the data from the respondents.
Standardized questionnaires are modified to Indian context and used as
research instrument. Multi-stage random sampling technique that belongs to
the category of probability sampling is applied to choose the potential
unbiased respondents into the sample. Eliminating and revising doublebarreled, ambiguous, and misleading statements, 231 completely filled
questionnaires remained at a response rate of 83.69%. The results of multiple
linear regression observed that among the servant leadership and
organizational justice variables emotional healing, creating value, helping
subordinates, procedural justice, interpersonal justice, and informational
justice are significant with OCB. The conceptual framework KKR Emotion
Propelled OCB Model that integrates all the ascertained attributes
determining OCB is suggested. Managerial implications and

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Dr. K. K. Ramachandran and A. Sarasu

recommendations for future research are also discussed in the later part of
this research.
Key words: Servant Leadership, Organizational Justice, OCB, Emotional
Quotient, and Social Exchange
Cite this Article: Dr. K. K. Ramachandran and A. Sarasu, An Exploration of
Emotion Driven Organizational Citizenship Behavior - A Phenomenological
Approach. International Journal of Management, 7(3), 2016, pp. 94108.
http://www.iaeme.com/IJM/issues.asp?JType=IJM&VType=7&IType=3

1. INTRODUCTION
The organizational justice blankets the employees awareness about the precision of
organizational decisions and executions, and the effects of such perceptual experience
on employees' performance (Givarian and Farkoush, 2012; Greenberg, 1990). In an
organizational setting, a new era of contemporary leadership practices prompted new
ways of looking at leadership skills (Greenleaf, 1977; Hawkinson and Johnston, 1993;
Walumbwa, Hartnell, and Oke, 2010). Dissimilar to most leadership theories, servant
leadership measures the classical hierarchical structure exercised within organizations
(Agosto, 2005; Frick, 2004; Stevens and Schoberg, 1990; Young, 1999). In this socioeconomic stratum, a substantive amount of attention has been conceded to the concept
of Organization Citizenship Behavior (OCB), which is a discretional individual
behaviors that employees exhibit normally above and beyond formal role demands of
the workplace and is completely individuals discretion (Organ, 1988; 1990; 1997;
Organ, Podsakoff, and MacKenzie, 2006; Organ and Ryan, 1995; Podsakoff, 1990;
Podsakoff et al., 1993; Podsakoff et al., 2000).
Over the decades, inter-departmental dynamics have been probed through various
attributes; however, one dimension, the social exchange attribute, has yet to be
compelled systematically towards measuring inter-departmental alliances (ChadwickJones, 1976; Cook and Emerson, 1987; Zeinabadi, 2013). One of the elemental
concerns of todays human resource managers is to enhance the OCB among their
employees, by which, heightening the outcome of OCB with regard to emotional
quotient. In spite of the substantial impact of servant leadership and organizational
justice towards OCB, the social exchange factor as mediating effect and emotional
quotient as the outcome are found to be largely neglected.

1.1 Problem Statement

The cybernation of the organization in India has intensified enormously over the last
decade. The revolution in Information Technology (IT) is encountering globally at a
great pace. This IT revolution has not only developed an economic boom but also has
extended to raising and escalating concerns in the workplace. For having a rigorous
insight towards the IT professions, it is substantial to look into the personality factors
and organizational constituents that determine the OCB and its aftermaths in terms of
emotional balance. Given the vehemence on the servant leadership and organizational
justice mediated by social exchange towards OCB, it is astounding to know how very
limited researchers have focused in these areas. Consequently, this present research
will shed light on these very authoritative but less researched spheres.

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1.2 Purpose & Scope of the Study

The purpose of this research is to investigate the relationships between servant
leadership and organizational justice. The study assesses the legitimacy of OCB in
estimating emotional quotient and eventually evaluates whether or not it is mediated
by social exchange. This study comprehends the subsisting research gaps in the
literature by studying the recommendations from previous studies and through
extending the introspection on OCB among IT professionals towards organizational
backdrop. A conceptual model that explicates the expression of the constructs is
suggested in the later part of this study. The scope of this study is to formulate a
research framework that determines OCB. By purposing a conceptual model, this
research imparts to the IT professionals, IT industry, and academes. This study
bestows to the contemporaneous body of knowledge related to OCB by rendering
additional information pertaining to the relationship between servant leadership and
organizational justice. This research is a modest step ahead in the on-going line of
research on social exchange and emotional drive.

1.3 Research Questions

The background of the study exposes that there is only a little investigated knowledge
about the study constructs. Hence, following research questions are stimulated:

What is the determination of servant leadership and organizational justice with regard
to organizational citizenship behavior?
Does social exchange mediate servant leadership and organizational justice towards
organizational citizenship behavior?
Does the organizational citizenship behavior contribute emotional quotient?

1.4 Objectives
With regard to answering the above listed research questions, following objectives are
developed:

To ascertain the impact of servant leadership and organizational justice towards

organizational citizenship behavior.

To determine the mediating effects of social exchange on servant leadership and

organizational justice towards organizational citizenship behavior.
To evaluate the role of organizational citizenship behavior in terms of emotional
quotient.

2. LITERATURE REVIEW AND HYPOTHESES

2.1 Servant Leadership
Servant Leadership is brought in by Greenleaf (1977) who conceives the leader as a
servant. The scriptural roots of servant leadership are established by Akuchie (1993)
that explicate the religious and spiritual articulations of the construct. But the author
failed to formulate a clear framework for understanding servant leadership. Spears
(1995) formulated 10 features of a servant leader: healing, awareness, persuasion,
listening, conceptualization, empathy, commitment, foresight, stewardship, and
community building. A hierarchical framework of servant leadership was
demonstrated by Farling, Stone, and Winston (1999). Servant leadership is normally
discerned into three predominant leadership paradigms the trait, the behavioral, and
the contingency patterns of leadership (Barbuto and Wheeler, 2002; Dennis and

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Winston, 2003; Hawkinson and Johnston, 1993; Smith, Montagno, and Kuzmenko,
2004). Liden et al. (2008) associated five key principles of the servant-leadership:
emotional healing, creating value, empowering, helping subordinates, and behaving
ethical.

2.2 Organizational Justice

Organizational justice refers to perceptions of staff concerning fairness of intervention
experienced from an organization and staffs behavioral reaction to such perceptions
(Alexander and Ruderman, 1987; Cropanzano, 1993; Elanain, 2010; Deutsch, 1975;
Greenberg, 1990; 1996; Lam, Schaubroeck, and Aryeeet, 2002; Leventhal, 1973; Lind
and Tyler, 1988; Pillai, Scandura, and Williams, 1999; Sweeney and McFarlin, 1993).
A two-dimensional approach, distributive justice and procedural justice, of
organizational justice is found to be widely used in the literature (Folger and
Konovsky, 1989; Leung et al., 1996; Pillai et al., 1999; Suliman, 2007; Yoon, 1996).
Tang and Sarsfield-Baldwin (1996) foregrounded that organizational justice leads to
organizational effectiveness. Lam et al. (2002) manifested that researches of the
outcomes of distributive and procedural justice do not provide reproducible and
reciprocally ancillary conclusions as to extrapolate organizational justice across
cultures. Colquitt (2001) identified four components of organizational justice:
procedural justice, distributive justice, interpersonal justice, and informational justice.

2.3 Social Exchange

Social exchange theory was conceptualized to probe interpersonal exchanges that
were not believed to be exclusively economic (Bignoux, 2006; Homans, Hamblin, and
Kunkel, 1977). The social exchange theory studies social behaviour in terms of
exchanges of information (Blau, 1964; Levine and White, 1961). Blau (1964) narrates
social exchange relation as the socio-emotional expressions of the employeeemployer relationship, and thus the comprehended fictitious character of the
employment relationship. Das and Teng (2003) mentioned social exchange theory as
it is fabricated and preserved by the scarcity of resources, prompting individuals to
engage with one another to obtain valuable inputs. Sub-constructs of social exchange
are leader-member exchange and perceived organizational support (Ahmed et al.,
2013; Aselage and Eisenberger, 2003; Bal, Chiaburu, and Jansen, 2010; Eisenberger
et al., 1986; Katrinli et al., 2008; Liao, Hu, and Chung, 2009; Lo et al., 2010; Rhoades
and Eisenberger, 2002).

2.4 Organizational Citizenship Behavior

Organ (1988, p. 4) defined OCB as individual behavior that is discretionary, not
directly or explicitly recognized by the formal reward system, and that in the
aggregate promotes the effective functioning of the organization. Van Dyne,
Cummings, and Parks (1995) contemplated OCB as positive intentions with the
primary impulse to assist someone else or the organization itself rather than to care
ones self. Smith, Organ, and Near (1983) classified OCB as beneficial actions taken
for the sake of the system. Turnipseed (2002) formulated OCB as extra-role behaviors
that are discretionary outside the realm of those evaluated by conventional job
evaluations which welfare the organization. Bogler and Somech (2004) presented
OCB to be an essential organizational factor as it facilitates to encourage
organizational efficiency without the need for formal organizational resources. OCB
has continued to remain as a focal construct to researchers in the fields of Human

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Resource Management (Bateman and Organ, 1983; Cohen and Avrahami, 2006;
Smith et al., 1983).

2.5 Emotional Quotient

In spite of the possibility of intelligences beyond memory and problem solving, it was
not acknowledged until early 1990s comparatively grievous attempts were made to
conceptualize emotional quotient (Brown, Bryant, and Reilly, 2006; Cooper and
Sawaf, 1997; Goleman, 1995; Goleman, Boyatzis, and McKee, 2002; Weisinger,
1998). Emotional quotient is the ability to sense, empathize, and efficaciously enforce
the judgment and insightfulness of emotions to alleviate high levels of cooperation
and productivity (Bar-On and Parker, 2000; Goleman, 1998; Lynn, 2005). Ngah,
Jusoff and Rahman (2009) commented that concentrating on emotional quotient of
employees would contribute towards more adequate to participate in innovation at
work place.

2.6 Research Hypotheses

Subsequently reviewing the extant literature following research hypotheses are
explicated:
H1: There is a significant relationship between Servant Leadership and Organizational
Justice towards Organizational Citizenship Behavior.
H2: Social Exchange significantly mediates Servant Leadership and Organizational
Justice towards Organizational Citizenship Behavior.
H3: There is a significant relationship between Organizational Citizenship Behavior
and Emotional Quotient

2.7 Conceptual Framework

Figure 1 Conceptual Framework KKR Emotion Propelled OCB Model

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3. RESEARCH METHODOLOGY AND STRATEGIES

3.1 Subject and Procedure
In general, research refers to a deliberate investigation or inquiry especially in search
of new facts in any branch of knowledge (Jha, 2008; Ketchen and Bergh, 2004;
Newman and Benz, 1998; Picciano, 2004; Punnett & Shenkar, 1996; Samuels, Biddle,
and Emmett, 2009; Scruggs and Mastropieri, 2006). The research design adopted in
this research is of Descriptive type. Descriptive research is an empirical interrogation
that delineates the attribute of affairs as it remains at the time of study (Kane, 1985;
Kirsch and Sullivan, 1992; Oakes and Ji, 2012; Salkind, 2010).

3.2 Research Instrument

In this research, a questionnaire is employed as a research instrument to collect the
data from the respondents. The sub-scales that determine Servant Leadership,
Organizational Justice, Social Exchange, Organizational Citizenship Behavior, and
Emotional Quotient are supported from an extensive literature search. The sub-scales
of Servant Leadership are emotional healing, creating value for the community,
empowering, helping subordinates grow and succeed, and behaving ethical; adopted
from Servant Leadership: Development of a Multidimensional Measure and MultiLevel Assessment developed by Liden et al., 2008. The sub-scales of Organizational
Justice are procedural justice, distributive justice, interpersonal justice, and
informational justice; constructed by using the modified Japanese version of the
Organizational Justice Scale developed by Colquitt (2001) used in the study On the
dimensionality of Organizational Justice: A construct validation of a measure. The
Social Exchange factors sub-scales are leader-member exchange and perceived
organizational support; framed using the modified LeaderMember Exchange Scale
developed by Graen and Uhl-Bien (1995) used in the study Relationship-Based
Approach to Leadership: Development of LeaderMember Exchange (LMX) Theory
of Leadership Over 25 Years: Applying a Multi-Level, Multi-Domain Perspective
and Perceived Organizational Support Scale developed by Eisenberger et al. (1986)
used in the study Perceived organizational support. The sub-scales of
Organizational Citizenship Behavior are Altruism, Civic Virtue, Courtesy,
Conscientiousness, and Sportsmanship; adopted from the modified Italian translation
of Organizational Citizenship Behavior Scale formulated by Podsakoff et al. (1990) in
the study Transformational leader behaviors and their effects on followers' trust in
leader, satisfaction, and organizational citizenship behaviors. The sub-scales of
Emotional Quotient are intrapersonal, interpersonal, and adaptability; adopted from
the modified Bar-On Emotional Quotient Inventory developed by Bar-On and Parker
(2000). The respondents are requested to establish their degree of agreement with
each statement on a five-point Likert Scale ranging from 1-Strongly Disagree to 5Strongly Agree.

3.3 Sampling Technique

The geographical area refers to Coimbatore the employees of IT & ITES companies.
The sample units covered for this research are the employees of companies occupied
at 2 major IT campuses in Coimbatore. Applying Krejcie & Morgan (1970) sample
size determination model, at 99% confidence level and 5% margin of error, the
sample size of this research is computed as 276. Multi-stage random sampling
technique that belongs to the category of probability sampling is applied to choose the

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potential unbiased respondents into the sample. Initially, the locations where the IT &
ITES companies operate are classified into geographical clusters: Hub-1 and Hub-2.
Later, IT & ITES companies in each hub are determined by selecting the respondents
randomly. Accordingly, the researcher prepared 276 questionnaires and distributed
them to the respondents. Eliminating and revising double-barreled, ambiguous, and
misleading statements (Churchill, 1979), 231 completely filled questionnaires
remained at a response rate of 83.69%.

3.4 Statistical Tools

Using the statistical packages, IBM SPSS V.21 and AMOS V.18, the empirical
assessment of the above mentioned conceptual framework is tested using Stepwise
Multiple Linear Regression, Mediating Effects, Analysis of Variance, and Structural
Equation Modelling (SEM) with Maximum Likelihood Estimation as the statistical
techniques.

4. DATA ANALYSIS AND FINDINGS

The sample adequacy of the constructs is measured using KMO and Bartletts test. It
is understood that the factor model cannot be accepted if the KMO score is less than
0.5 and the Bartletts test score is more than 0.5 (Pishghadam and Noghani, 2011;
Sreejesh, Mohapatra, and Anusree, 2014). The KMO score is found to be more the
0.761 and Bartletts score is 0.00 for all the selected constructs. Hence the factor
model is acceptable for further analysis. Cronbachs Alpha reliability coefficient is
tested to measure the reliability of the items. The outcomes of Cronbachs Alpha
reliability coefficient range from 0.722 to 0.906, which is said to be a good degree of
internal consistency (Leech, Barrett, & Morgan, 2008; Parsons, 1998; Salkind, 2014).
Objective 1: A Multiple Linear Regression is performed to measure the impact of
servant leadership and organizational justice towards organizational citizenship
behavior. Furthermore, Stepwise Linear Regression is also executed, each time
withdrawing the weakest correlated variable, and the most effectual sets of
independent variables that interpret the distribution best are summarized. The
outcomes of multiple linear regression noted that among the Servant Leadership and
Organizational Justice variables - Empowering, Behaving Ethical, and Distributive
are not significant with OCB; and Emotional Healing, Creating Value, Helping
Subordinates, Procedural Justice, Interpersonal Justice, and Informational Justice are
significant with OCB. Stepwise Linear Regression revealed a total of six significant
models Emotional Healing, Helping Subordinates, Creating Value, Procedural,
Informational, and Interpersonal to be significant with OCB. It is noticed that
Emotional Healing accounts for 9.9%, Emotional Healing, Helping Subordinates
account for11.4%, Emotional Healing, Helping Subordinates, Creating Value
account for 18.5%, Emotional Healing, Helping Subordinates, Creating Value,
Procedural account for 21.3%, Emotional Healing, Helping Subordinates, Creating
Value, Procedural, Informational account for 26.8%, and Emotional Healing,
Helping Subordinates, Creating Value, Procedural, Informational, Interpersonal
account for 28.7% of variance in OCB. Hence, it is interpreted that when an
independent variable is introduced the model, the R2 value undergoes a considerable
change. These are in consensus with the findings of Zehir et al. (2013) and CohenCharash and Spector (2001) who found that Organizational Justice perceptions can
improve organizational-relevant attitudes and Servant Leadership behavior is
positively associated with Organizational Justice, and at the same time, Servant

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Leadership and Organizational Justice shares a significant and positive correlation
with OCB.
Objective 2: This study seeks to evaluate the degree to which the effect of the
independent variables (Servant Leadership and Organizational Justice) on the
dependent variable (OCB) via the mediator (Social Exchange). Using AMOS, the
mediating effect is further studied. From the regression weights of the direct model, it
is interpreted that among the independent variables, Servant Leadership is found to be
significant with OCB and Organizational Justice is not found to be significant with
OCB. It can be observed for the mediating effect that Social Exchange significantly
mediates Servant Leadership and Organizational Justice towards OCB. This
determination is in line with the findings of Ishak and Alam (2009) and Moideenkutty
and Schmidt (2011) who found social exchange to mediate the relationship between
leadership and OCB.

Figure 3 Path Diagram of Mediating Effect

Figure 2 Path Diagram of Direct Effect

Objective 3: To measure the role of OCB towards Emotional Quotient of the

respondents, ANOVA is executed. It is observed that there is significant relationship
between all the sub-scales of OCB and Emotional Quotient. This result can be further
validated by the findings of James, Velayudhan, and Gayatridevi (2010) who
illustrated that OCB is positively correlated with Emotional Quotient. Therefore, it is
apparently generalized that OCB contribute significantly towards Emotional Quotient
of the employees.
Comforting all the primary assumptions, the KKR Emotion Propelled OCB Model
is performed using AMOS. The Chi-Square value is found to be significant (p = .000)
(Browne and Mels, 1992). CMIN/DF is determined to be 4.137 establishing an
acceptable fit (Marsh and Hocevar, 1985). GFI is ascertained to be 0.992 evidencing a
satisfactory fit (Tanaka and Huba, 1985). AGFI is discovered to be 0.987 showing a
good fit (Tanaka and Huba, 1985). RMR is observed to be 0.041 conveying a very
good fit (Arbuckle, 2010). CFI is noticed to be 0.921 exhibiting a borderline fit
(McDonald and Marsh, 1990). IFI is noted to be 0.930 proving a satisfactory fit
(Bollen, 1986). PCLOSE of this KKR Emotion Propelled OCB Model is 0.000
imparting a perfect fit (Browne and Cudeck, 1993). Considering the aforesaid fit
indices it can be extrapolated that the KKR Emotion Propelled OCB Model has an
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adequate fit (Arbuckle, 1997; Bollen, 1986; Brown, 2015; Byrne, 2013; MacCallum,
1986; Preacher, 2003; Raykov and Marcoulides, 2006).

Figure 4 Unstandardized Estimates of the proposed KKR Emotion Propelled OCB Model

Figure 5 Standardized Estimates of the proposed KKR Emotion Propelled OCB Model

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5. CONCLUSION
The concept of OCB can be habituated as an attribute that bridges various patterns to
construct well emotionally balanced workforce in organizational contexts. The vitality
of OCB model is based on the insight and the big picture the model depicts from
personality factors and organizational factors. This study proposes novel
apprehensions from Servant Leadership and Organizational Justice, including Social
Exchange as mediating element, to explicate the antecedents of OCB. The research
findings impart to the existing literature by identifying the bracing patterns that
ascertain OCB. This study has also integrated Emotional Quotient of the respondents
furthered by OCB. The conceptual framework KKR Emotion Propelled OCB
Model that integrates all the ascertained attributes determining OCB is suggested.

5.1 Limitations
This research is subject to couple of limitations could have determined the research
findings. Given the working population in the IT & ITES sectors along with the
immense size and cultural diversity of the nation, as the data were gathered from IT &
ITES companies belonging to Coimbatore, the results cannot be generalized for the
whole sector. Limited availability of literature relevant to Indian context of IT & ITES
sector served as a serious limitation. The research findings depend purely on the
responses provided by the respondents that are circumstantial and relational.

5.2 Managerial Implications

The findings of this research provide awakening phenomena by appending empirical
endorsement to the existing theoretical knowledge. Not a final statement on the
research theme, though, this study contributes to the growing body of evidence that
OCB encourages to perform considerably better in organizations. By recognizing how
employees emotionally balance in organizations, it is possible to observe new
pathways towards creating emotion propelled OCB framework. Intrinsically, this
study extends to positive organizational scholarship literature that facilitates to reveal
dynamics toward OCB in human systems.

5.3 Recommendations for Future Research

This study has stretched out the doors for many interesting discussions in OCB
domain. Irrespective of the fact that the proposed KKR Emotion Propelled OCB
Model manifested a satisfactory fitness towards formulating OCB, there is always a
chance for a better model to exist. There are other dimensions, like: behavioral
factors, talent management, performance management, organizational commitment,
discipline, employee engagement, and efficacy still remain unexplored in this sphere.
Meta-analysis could be employed in future research on elucidating the relationships.
Furthermore, studies related to OCB can be conducted focusing on societal factors.

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