Showing papers by "Philip M. Podsakoff published in 2009"
TL;DR: Results indicated that OCBs are related to a number of individual-level outcomes, including managerial ratings of employee performance, reward allocation decisions, and a variety of withdrawal-related criteria, and some evidence that O CBs are causally related to these criteria is provided.
Abstract: Although one of the main reasons for the interest in organizational citizenship behaviors (OCBs) is the potential consequences of these behaviors, no study has been reported that summarizes the research regarding the relationships between OCBs and their outcomes. Therefore, the purpose of this study is to provide a meta-analytic examination of the relationships between OCBs and a variety of individual- and organizational-level outcomes. Results, based on 168 independent samples (N 51,235 individuals), indicated that OCBs are related to a number of individual-level outcomes, including managerial ratings of employee performance, reward allocation decisions, and a variety of withdrawal-related criteria (e.g., employee turnover intentions, actual turnover, and absenteeism). In addition, OCBs were found to be related (k 38; N 3,611 units) to a number of organizational-level outcomes (e.g., productivity, efficiency, reduced costs, customer satisfaction, and unit-level turnover). Of interest, somewhat stronger relationships were observed between OCBs and unit-level performance measures in longitudinal studies than in cross-sectional studies, providing some evidence that OCBs are causally related to these criteria. The implications of these findings for both researchers and practitioners are discussed.
1,847 citations
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TL;DR: The authors found that high team consensus of team-level leader empowerment behaviors (LEBs) and team interpersonal climate quality enhances team potency given high LEBs, but weak teams potency given low LEBs.
Abstract: While team-based selling is highly prominent in practice, research on the drivers of its effectiveness is sparse Drawing from the literature on climate consensus, we propose that in addition to leadership and team factors, team consensus plays a critical role in boosting sales team effectiveness Using survey and archival data from a sample of 185 pharmaceutical sales teams, we found that high team consensus of team-level leader empowerment behaviors (LEBs) and team interpersonal climate quality enhances team potency given high LEBs, but weakens team potency given low LEBs Team potency in turn translates into sales team performance through both team extra-role (helping behavior) and in-role behavior (team effort) Implications of these findings are discussed
93 citations