Ready for publish
Back to the articles list |
Back to browse issues page
1- university of Isfahan , Dr.habarati@gmail.com
2- university of Isfahan
2- university of Isfahan
Abstract: (21 Views)
Purpose: This study examines the role of authentic leadership in enhancing change-oriented organizational citizenship behavior (OCB-CH), considering the moderating mechanism of calling and the mediating role of organizational commitment.
Methodology: The research adopts a descriptive-correlational design, with data collected from 207 employees in an industrial park in Isfahan using standardized questionnaires: the Authentic Leadership Questionnaire (ALQ), Change-Oriented OCB (Morrison & Phelps, 1999), Calling (Bunderson & Thompson, 2009), and Organizational Commitment Questionnaire (OCQ; Porter et al., 1974).
Findings: The findings reveal that authentic leadership has a direct and positive impact on change-oriented OCB (β = 0.59, p< 0.01). Additionally, calling serves as a moderating variable, strengthening this relationship (β = 0.18, p < 0.05). Furthermore, organizational commitment plays a partial mediating role (β = 0.14, p < 0.01).
Originality/ value: This study enhances the understanding of the psychological mechanisms underlying change-oriented behaviors by examining the moderating role of calling and the mediating role of organizational commitment in the authentic leadership-OCB-CH relationship. As a pioneering empirical investigation in Iran, it provides a valuable foundation for designing organizational interventions aimed at bolstering resilience in dynamic environments.
Recommendations: It is recommended that organizations comprehensively foster an environment conducive to employees' voluntary participation in constructive change processes by designing authentic leadership development programs for managers, enriching task significance by linking them to overarching organizational goals, and enhancing affective commitment through participatory and equitable systems.
Methodology: The research adopts a descriptive-correlational design, with data collected from 207 employees in an industrial park in Isfahan using standardized questionnaires: the Authentic Leadership Questionnaire (ALQ), Change-Oriented OCB (Morrison & Phelps, 1999), Calling (Bunderson & Thompson, 2009), and Organizational Commitment Questionnaire (OCQ; Porter et al., 1974).
Findings: The findings reveal that authentic leadership has a direct and positive impact on change-oriented OCB (β = 0.59, p< 0.01). Additionally, calling serves as a moderating variable, strengthening this relationship (β = 0.18, p < 0.05). Furthermore, organizational commitment plays a partial mediating role (β = 0.14, p < 0.01).
Originality/ value: This study enhances the understanding of the psychological mechanisms underlying change-oriented behaviors by examining the moderating role of calling and the mediating role of organizational commitment in the authentic leadership-OCB-CH relationship. As a pioneering empirical investigation in Iran, it provides a valuable foundation for designing organizational interventions aimed at bolstering resilience in dynamic environments.
Recommendations: It is recommended that organizations comprehensively foster an environment conducive to employees' voluntary participation in constructive change processes by designing authentic leadership development programs for managers, enriching task significance by linking them to overarching organizational goals, and enhancing affective commitment through participatory and equitable systems.
Keywords: Authentic leadership, change-oriented OCB, calling, organizational commitment, Organizational Change.
Type of Study: Research |
Subject:
Development Process
Received: Sep 26 2025 | Accepted: May 25 2026
Received: Sep 26 2025 | Accepted: May 25 2026
| Rights and permissions | |
 |
This work is licensed under a Creative Commons Attribution 4.0 International License. |