Ansong, Ab aham; Owusu, Syl es e Ansah; Ansong, Linda Obeng; Andoh, Raphael
Papa Kweku
A icle
Leade humili y and o ganisa ional ci izenship beha iou :
he media ing oles o job sa is ac ion and employee
engagemen
Cogen Business & Managemen
P o ided in Coope a ion wi h:
Taylo & F ancis G oup
Sugges ed Ci a ion: Ansong, Ab aham; Owusu, Syl es e Ansah; Ansong, Linda Obeng; Andoh,
Raphael Papa Kweku (2024) : Leade humili y and o ganisa ional ci izenship beha iou : he
media ing oles o job sa is ac ion and employee engagemen , Cogen Business & Managemen ,
ISSN 2331-1975, Taylo & F ancis, Abingdon, Vol. 11, Iss. 1, pp. 1-17,
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Leade humili y and o ganisa ional ci izenship
beha iou : he media ing oles o job sa is ac ion
and employee engagemen
Ab aham Ansong, Syl es e Ansah Owusu, Linda Obeng Ansong & Raphael
Papa Kweku Andoh
To ci e his a icle: Ab aham Ansong, Syl es e Ansah Owusu, Linda Obeng Ansong &
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he media ing oles o job sa is ac ion and employee engagemen , Cogen Business &
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2024, VoL. 11, no. 1, 2358166
Leade humili y and o ganisa ional ci izenship beha iou : he
media ing oles o job sa is ac ion and employee engagemen
ab aham ansonga , syl es e ansah Owusub, linda Obeng ansongc and Raphael Papa
Kweku andohd
aDepa men o Managemen s udies, uni e si y o Cape Coas , Cape Coas , ghana; bDi ec o a e o Human Resou ce,
uni e si y o Cape Coas , Cape Coas , ghana; cDepa men o Physician assis an s udies, uni e si y o Cape Coas , Cape
Coas , ghana; dResea ch inno a ion and Consul ancy, uni e si y o Cape Coas , Cape Coas , ghana
ABSTRACT
he s udy examined leade humili y (lh) and o ganisa ional ci izenship beha iou
(OcB) wi h he media ing oles o job sa is ac ion (Js) and employee engagemen
(ee) among employees in a public uni e si y in ghana. a c oss-sec ional esea ch
design was used in ca ying ou he s udy. he s udy used s a i ied sampling o
sample 246 esponden s and da a ga ne ed using a ques ionnai e while s uc u al
equa ion modelling was u ilised in es ing he hypo heses. his s udy demons a ed
ha lh has a posi i e and signi ican ela ionship wi h OcB, Js and ee. he esul s
o he s udy u he showed ha Js and ee ha e signi ican posi i e link wi h OcB.
Finally, he s udy es ablished ha Js and ee played pa ial media ion oles in he
link be ween lh and OcB. he esul s o his s udy indica e ha employees whose
supe iso s ha e humble leade ship ai s end o be sa is ied, engaged and
ul ima ely, a e able o exhibi OcB. his implies ha humble leade s a e asse s o
hei o ganisa ions. hus, o ganisa ions seeking o ha e sa is ied and engaged
employees as well as employees who indulge in OcB should ensu e ha hei
supe iso s ha e humble leade ship ai s.
In oduc ion
he majo i y o wo ke s a e awa e ha hei main esponsibili y is o comple e he asks gi en o hem
and p oduce wo k ha is bo h accep able and help ul o he o ganisa ion as a whole. OcB is an op ional
beha iou ; ha is, a beha iou which is no equi ed as pa o an employee’s o icial wo k du ies.
none heless, i helps he o ganisa ion o unc ion well (Robbins e al., 2013; ash oush & eyupoglu, 2020).
al hough i suppo s he e icien ope a ion o he o ganisa ion, his ype o pe sonal disc e iona y
beha iou is no openly o immedia ely acknowledged by he o mal incen i e sys em (O gan, 2006).
People who a e consis en ly willing o go abo e and beyond hei o icial job du ies and in es mo e ime
and e o in hei wo k a e ound in wo ld-class o ganisa ions (Kashi e al., 2011). he concep o OcB is
explained by social exchange heo y in he sense ha people eel obliged o ecip oca e when hey ha e
bene i ed om an indi idual o en i y’s ac ion (coyle-shapi o e al., 2004; Zoghbi-Man ique-de-la a e al.,
2023). acco ding o empi ical esea ch, leade -Membe exchange (lMX) p edic s OcB because employees
who ha e posi i e ela ionships wi h hei leade s also equen ly exhibi beha iou s ha help o he s a
wo k and, as a esul , imp o e o ganiza ional pe o mance (Ma in e al., 2016; O gan, 1988; O’g ady, 2018).
his makes leade s cen al in any o ganisa ional se up. he cen ali y o leade s is echoed by
Jiménez-es é ez e al. (2023) in hei epo ha leade s a e au ho i y igu es who wo k closely wi h
subo dina es and ep esen he o ganisa ion. nazi e al. (2021) added ha as au ho i y igu es, hey
© 2024 he au ho (s). Published by in o ma uK Limi ed, ading as aylo & F ancis g oup
CONTACT Raphael Papa Kweku andoh [email p o ec ed]om Di ec o a e o Resea ch inno a ion and Consul ancy, uni e si y o Cape
Coas , P i a e Mail Bag, uCC Pos o ice, Cape Coas , ghana
h ps://doi.o g/10.1080/23311975.2024.2358166
his is an open access a icle dis ibu ed unde he e ms o he C ea i e Commons a ibu ion License (h p://c ea i ecommons.o g/licenses/by/4.0/), which
pe mi s un es ic ed use, dis ibu ion, and ep oduc ion in any medium, p o ided he o iginal wo k is p ope ly ci ed. he e ms on which his a icle has been
published allow he pos ing o he accep ed Manusc ip in a eposi o y by he au ho (s) o wi h hei consen .
ARTICLE HISTORY
Recei ed 15 Oc obe
2023
Re ised 9 May 2024
accep ed 16 May 2024
KEYWORDS
humble leade ship;
ex a- ole beha iou ;
wo k engagemen ; job
sa is ac ion; amily
suppo i e supe iso
beha iou ; us in
supe iso
REVIEWING EDITOR
Pablo Ruiz, Uni e sidad
de cas illa-la Mancha,
spain
SUBJECTS
leade ship; human
Resou ce Managemen ;
Wo k & O ganiza ional
Psychology
2 a. ansOng e al.
in luence he a i udes o employees. schola s ha e ou ed leade humili y as a undamen al o ganisa-
ional i ue because o he ad an ages associa ed wi h his ype o leade ship (hassan e al., 2023;
hendijani & soh abi, 2019; li e al., 2022; Maldonado e al., 2022; Qiuyun e al., 2020). he i s heo e ical
model o humili y in o ganisa ional leade ship was c ea ed by Owens and hekman (2012). i ou lines he
beha iou s, p ocedu es, con ingencies, and consequences o o ganisa ional p ocesses. subsequen ly, lh
like o he posi i e leade ship s yles ha a e o he -cen ed has been acknowledged as a p omo e o
employee posi i e wo k beha iou s ha imp o e p oduc i i y (hu e al., 2018; Jeung & Yoon, 2016;
Jiménez-es é ez e al., 2023; lin e al., 2019; Ruiz-Palomino e al., 2023). in he iew o hassan e al.
(2023) and Wang e al. (2017), humble leade s do no belie e ha hey a e he cen e o e e y hing and
adop a bo om-up app oach o hings. leade humili y e e s o ‘an in e pe sonal cha ac e is ic ha
eme ges in social con ex s ha conno es a mani es ed willingness o iew onesel accu a ely, a displayed
app ecia ion o o he s’ s eng hs and con ibu ions, and eachabili y, o openness o new ideas and eed-
back’ (Owens e al., 2013).
Fu he , Owens e al. (2013) s ipula ed ha lh in luences pe cep ions, a i udes, and beha iou al eac-
ions by signi ican ly in luencing he in e ac ions be ween leade s and hei ollowe s. employees
immensely bene i om a leade ’s humili y, which can also c ea e ecip ocal ci cums ances ha make
hem engage in cons uc i e beha iou in e u n. gi en ha a leade ep esen s he o ganisa ion, ollow-
e s o en see a humble leade ’s ac ions as an exp ession o o ganisa ional suppo , which in u n causes
OcB (andiyasa i e al., 2017). acco ding o abdullah (2020), e en hough some o ganisa ions, especially
hose in he public sec o , con on egocen ic and a ogan leade s who ha e uined co po a e cul u e
and d i en aluable people o pe o m poo ly o lea e, humili y as a leade ship ai among public sec o
leade s is no examined as equen ly as o he cha ac e ai s in he leade ship li e a u e. as widely
acknowledged, employees lea e hei supe iso s and no he o ganisa ion (han & Bai, 2020) and so
s udying leade humili y because o i s cha ac e is ics could be bene icial o employees and o ganisa-
ions alike. Mo eo e , public sec o o ganisa ions ace challenges o absen eeism, no assis ing co-wo ke s,
misusing ime and o he esou ces, and he o p ope y (hassan e al., 2014; Vishwaka ma e al., 2015).
Fu he , s udies ha e asse ed ha a humble leade is a model o employees’ posi i e wo k beha iou
which helps employees o engage in OcB h ough Js and ee (Owens e al., 2013, Owens e al., 2015, Ou
e al., 2017). Despi e he impo ance o lh o OcB, li le esea ch exis s in e ms o he di ec e ec s o
lh on ollowe s’ ex a- ole beha iou s (Mao e al., 2017; Qiuyun e al., 2020). also, Qin e al. (2020) pos-
i ed ha schola ly wo ks on humble leade ship a e in hei in ancy while Wang e al. (2017) indica ed
ha lh has ecei ed li le a en ion om schola s. his shows mo e esea ch is needed on his subjec
ma e . in addi ion, he cha ac e is ics o lh could a ec Js and ee which could in u n ansmi OcB.
howe e , he e a e limi ed empi ical s udies ha conside he media ing oles o Js and ee in he lh –
OcB nexus. o add ess his sho coming, he e is a need o conduc empi ical esea ch on lh and OcB
conside ing he media ing oles o Js and ee in he ela ionship. i is on his basis ha he cu en s udy
examined he e ec o lh on OcB h ough he media ing oles o Js and ee in a public uni e si y.
Public uni e si ies a e mos o he ime challenged wi h esou ce de ici s. as such, lh and OcB a e
signi ican o hese uni e si ies. Fo ins ance, a public uni e si y no ed o a humble leade ship epu a-
ion could ha e a le e age o a ac alen ed acul y membe s, suppo s a and s uden s. Besides,
humble leade s could in luence acul y membe s and suppo s a o go beyond he equi emen s o
hei job desc ip ion and as well, go he ex a mile o s uden s and colleagues alike which would esul
in inc eased knowledge sha ing, suppo i e lea ning en i onmen and collabo a ion. O e all, lh would
lead o a mo e posi i e se ice expe ience o s uden s and he la ge uni e si y communi y.
Theo e ical backing and hypo heses
Leade humili y and o ganisa ional ci izenship beha iou
lMX is a heo y ha hinges on ela ionships be ween social ac o s wi h unequal s a us in o ganisa ions
(Obeng e al., 2021; shin & Pa k, 2021) and ha i signi ican ly a ec s wo k- ela ed ou comes (suna yo
e al., 2024). lMX p edic s ha humble leade s could s imula e OcBs since employees who ha e posi i e
ela ionships wi h hei manage s a e also likely o exhibi beha iou s ha help o he s in hei wo kplace
and ul ima ely imp o e pe o mance (Ma in e al., 2016; O gan, 1988; O’g ady, 2018; Qin e al., 2020).
cOgen BUsiness & ManageMen 3
hus, humble leade s cause hei ollowe s o exhibi ex a- ole beha iou s. acco ding o chon and
Zol an (2019), i is undispu ed ha a humble leade ’s exempla y in eg i y a ibu es inspi e hei subo -
dina es o ecip oca e independen , posi i e, ex a- ole beha iou in he wo kplace, which leads o OcB
on he pa o he wo k o ce. B adley and Klo z (2018) ound ha lh has a posi i e link wi h OcB.
addi ionally, empi ical s udies also show ha OcB is o en exhibi ed by he backing and e o o humble
leade s (Khan & Malik, 2017; O gan, 2018). i is, he e o e, hypo hesised ha :
H1: LH is posi i ely ela ed o OCB.
Leade humili y and job sa is ac ion
humble leade s ha e a posi i e in luence on hei ollowe s (li e al., 2022). among hese a e he in lu-
ence on employee Js (Di ks & Fe in, 2002). Yang and Xu (2022) opined ha humble leade s equen ly
lis en be o e speaking, which os e s a pleasan en i onmen o in e ac ions and in he long e m, his
b eeds sa is ac ion among employees. also, wo ke s will mos likely be sa is ied wi h hei jobs when
hei leade s ha e he humili y o ecognise hei quali ies, accep hei sho comings, and ocus on hei
pe sonal de elopmen (Owens & hekman, 2012). h ough he lMX ela ionship, eam membe s who
ha e s ong ela ionships wi h hei leade s a e gi en he chance o speak ou and also communica e
due o he humili y o hei supe iso (Bo e o e al., 2009). employees who wo k in a ou able social
exchange ela ionships in eams wi h humble and suppo i e leade s a e highly expec ed o de elop a
posi i e a i ude owa d hei jobs (Flynn, 2005). empi ically, Owens e al. (2013) ound ha lh was pos-
i i ely ela ed o ollowe Js. simila ly, Ou e al. (2017) ound ha lh was posi i ely ela ed o ollowe
Js. Oga and Wo lu (2022) indings e ealed ha lh signi ican ly and in luences wo ke s’ Js. On his basis,
i is hypo hesised ha :
H2: LH is posi i ely ela ed o JS.
Leade humili y and employee engagemen
acco ding o Qiuyun e al. (2020), ecen esea ch highligh leade humili y as a co e o ganisa ional i -
ue, wi h empi ical e idence linking i o ac o s such as highe employee engagemen . W igh e al.
(2016), posi ha humble leade s end o be in e es ed in employee g ow h and de elopmen which
in okes a posi i e exchange wi h employees. as epo ed by Yang and Xu (2022), he app oach o a
humble leade a ec s employees’ desi able a i udes such as wo k engagemen . in u n, his os e s a
sha ed in e pe sonal p ocess ha esul s in eam membe s who a e d i en o each hei ull po en ial
(Owens & hekman, 2016). Owens and hekman u he added ha leade s who exhibi humili y inspi e
ollowe s o do he same. Kahn (1990) posi s ha when employees ha e con idence in hei leade s who
a e humble and suppo i e, hey will be mo e willing o de o e hemsel es o hei wo k because hey
eel psychologically sa e and a ailable. empi ical e idence indica e ha lh enables employees o educe
s ess by p o iding suppo o employees and mo i a es employees o exe mo e e o o pe o m hei
asks and engagemen s in he wo kplace (Wang e al., 2018). Rich e al. (2010) also indica ed ha hum-
ble leade s make subo dina es eel ene ge ic and inspi e hem o become mo e ocused and mo i a e
o de o e hemsel es o he wo k, which aligns wi h he conno a ion o engagemen . in hei me a-analy ic
s udy, luo e al. (2022) ound humble leade ship o be ela ed o employee engagemen . consequen ly,
i is hypo hesised ha :
H3: LH is posi i ely ela ed o EE.
Job sa is ac ion and o ganisa ional ci izenship beha iou
Js, acco ding o lu hans e al., (2010), is an a i ude de eloped by employees all he ime ega ding
a ious aspec s o wo k such as wages, supe iso y s yle, co-wo ke s, p omo ions and he job i sel .
sa is ied employees p ide hemsel es on hei a ilia ion wi h he o ganisa ion, suppo i s objec i es, and
exhibi highe le els o OcB as a esul (awang e al., 2010; s einhaus & Pe y, 1996). Yee e al. (2010)
4 a. ansOng e al.
s a ed ha sa is ied employees ep esen he ue wo h o hei company esul ing in OcB as hei sa -
is ac ion is conside ed an impo an d i e o i ms’ imp o emen s. some schola s ha e ound a nexus
be ween Js and OcB. Fo ins ance, Unal (2013) ound a signi ican ela ionship be ween Js and ou
dimensions o OcB (al uism, cou esy, spo smanship, and ci ic i ue). Mohammad (2016) ound Js o
ha e a posi i e e ec on OcB. addi ionally, gunay (2018) in a s udy also e inced a signi ican link
be ween Js and OcB. Fu he mo e, hemakuma a (2020) in a ela ed s udy ound ha Js had a posi i e
signi ican connec ion wi h he OcB o employees. as a esul , i is pos ula ed ha :
H4: JS is posi i ely ela ed o OCB.
Employee engagemen and o ganisa ional ci izenship beha iou
employee wo k engagemen in ol es posi i e de ini ions o employee heal h and encou ages he bes
possible unc ioning o employees wi hin an o ganisa ional se ing (adnan e al., 2020). i is a posi i e
men al s a e a he wo kplace ha is exp essed by employees as igou , dedica ion and abso p ion
(schau eli e al., 2002). o pu i in ano he way, engaged wo ke s eel a connec ion o hei wo kplaces
on a physical, cogni i e, and emo ional le el (alb ech , 2010). Uddin e al. (2018) opined ha ising ee
c ea es a mo e p oduc i e wo k o ce and leads o high pe o mance le els. empi ically, he s udy o
a iani (2013) showed ha ee is signi ican ly and posi i ely ela ed o OcB. amadi e al. (2017) disco e ed
ha ee has a posi i e signi ican connec ion wi h OcB. a s udy by Macey and schneide (2008) ound
ha highe le els o ee we e associa ed wi h g ea e OcB. addi ionally, a me a-analy ic s udy by ch is ian
e al. (2011) ound a signi ican and posi i e co ela ion be ween ee and OcB. a signi ican associa ion
be ween ee and OcB was simila ly es ablished by Bya uhanga and O huma (2016). in his ega d, he
hypo hesis o mula ed is:
H5: EE is posi i ely ela ed o OCB.
Media ion o job sa is ac ion in he ela ionship be ween leade humili y and o ganisa ional
ci izenship beha iou
employees exp ess job sa is ac ion h ough building ela ionships, coope a ion and e en s occu ing in
he wo kplace wi h he pe sonali y o hei supe iso s as a con ibu ing ac o (hajduko a e al., 2015).
humble leade s enhance he Js le els o hei subo dina es. Fo ins ance, Fa ing on and lillah (2019)
ound ha lh has a connec ion wi h employee Js ha is posi i e. sabi e al. (2012) asse ed ha o gan-
isa ional pe o mance is a combined e o o he leade and he employees. luo e al. (2022) ound ha
humble leade ship in luences job sa is ac ion. gi en ha Js is also deemed as a p edic o o OcB (gunay,
2018; hemakuma a, 2020; Mohammad, 2016), i is hypo hesised ha :
H6: JS media es he ela ionship be ween LH and OCB.
Media ion o employee engagemen in he ela ionship be ween leade humili y and o ganisa ional
ci izenship beha iou
F om he social exchange heo y, wo ke s a e inclined o show hei leade s’ good in en ions in he
wo kplace by ha ing posi i e a i udes (Blau, 1964). Wo ke s will be engaged in hei wo k when hey
sense ha hei leade ca es abou hei well-being and can ca y ou he o ganisa ion’s alues in hei
beha iou i sel (Kahn, 1990). also, nielsen e al. (2010) showed ha humble leade s posi i ely impac
employees’ a i udes and emo ions which con ibu e o ee. ag eeably, humble leade s acknowledge he
e o s o hei subo dina es and assis hem in unde s anding he alue o hei wo k which leads o
OcB (chen e al., 2018). a s udy by abo amadan and Dahleez (2020) ound ha employee engagemen
media ed he link be ween ans o ma ional and ansac ional leade ship s yles, which a e posi i e lead-
e ship s yles like leade humili y, and OcB. Oz u k e al. (2021) in hei s udy also ound ha he links
be ween se an leade ship and ex a- ole pe o mances we e media ed by ee. Mo eo e , an indi ec
cOgen BUsiness & ManageMen 5
ela ionship was es ablished be ween leade humili y and p oac i e beha iou by el-gaza e al., (2022).
he e o e, i is hypo hesised ha :
H7: EE media es he ela ionship be ween LH and OCB
Con ol a iables
Family suppo i e supe iso beha iou (FssB) and us in supe iso ( is) we e con olled in his s udy
because o he po en ial hey ha e in a ec ing he a iables gene ally and OcB speci ically. Fo ins ance,
O’g ady (2018) e ealed ha employees’ us in hei supe iso leads hem o engage in OcB. alam e al.
(2021) also indica ed ha suppo i e supe iso s enhance he e ec i eness o leade ship and os e high
ee. again, us is belie ed o a ec he Js o employees (hassan e al., 2016). Mo eo e , acco ding o
Ve meulen e al. (2022), he lMX heo y sugges s ha high-exchange ela ionships a e cha ac e ised by
us and encou age employees o pe o m beyond hei ole desc ip ion. con olling FssB and is was,
he e o e, essen ial in isola ing he con ounding e ec hey ha e on he lh – OcB nexus h ough Js and ee.
Concep ual amewo k
he amewo k o he s udy is p esen ed in Figu e 1. i is p emised on he se en hypo heses de eloped
in he p eceding sec ion o his pape . he pa hs om lh o OcB; lh o Js; and lh o ee e lec h1; h2;
and h3 espec i ely. he Js – OcB and ee – OcB links e lec h4 and h5 espec i ely. he connec ion
om lh → Js → OcB and lh →ee→OcB espec i ely, e lec he media ion hypo heses labelled h6 and
h7. FssB and is a e he con ol a iables used in he s udy.
Resea ch me hods
Resea ch design
he esea che s adop ed o his s udy, he c oss-sec ional su ey design. his esea ch design was adop ed
because he s udy in ol ed indi idual employees as he uni o analysis and also, used a s anda dised ques-
ionnai e o collec he da a a a pa icula poin (Bha ache jee, 2012; O o i & Dampson, 2011). also, i allowed
he collec ion o quan i a i e da a which was analysed using bo h desc ip i e and in e en ial s a is ics making
i possible o gene a e indings ha a e ep esen a i e o he popula ion. (saunde s e al., 2012).
Sampling p ocedu e
a o al numbe o 246 adminis a o s in a public uni e si y in ghana we e sampled ou o a a ge pop-
ula ion o 640 based on Yamane’s (1967) me hod o de e mining sample size o se e as esponden s in
ga he ing da a o he s udy. in o de o ensu e a p opo iona e ep esen a ion o he a ious s a ca -
ego ies, a sample o each ca ego y was chosen acco ding o hei p opo ion in he popula ion.
speci ically, he s a i ied andom sampling echnique was used o selec samples om each s a um o
ensu e ep esen a i eness o he popula ion. he lo e y me hod was used by he esea che o selec
Figu e 1. Concep ual amewo k.
6 a. ansOng e al.
samples in each s a um. able 1 shows he comple e sampling ame g ouped by he a ious s a a and
he equi ed sample size o ensu e ep esen a i eness o he esponden s. i is wo hy o no e ha he
esponden s had enough knowledge o espond o he ques ionnai e which was essen ial in educing
common me hod bias (Jakobsen & Jensen, 2015).
Ins umen and da a collec ion
a sel -comple ing s uc u ed ques ionnai e was de eloped o he s udy. he ques ionnai e comp ised
wo main sec ions; sec ions o he sample cha ac e is ics and he a iables used in he s udy. he a i-
ables we e measu ed on a se en-poin like scale wi h he endpoin s being; 1 (leas o m o ag ee-
men ) and 7 (highes le el o ag eemen ). in measu ing lh, he scale de eloped by Owens e al. (2013)
was adap ed. a sample measu e is ‘My supe iso ac i ely seeks my eedback e en i i is c i ical’. in
measu ing OcB, he scale de eloped by Podsako e al. (1990) was adap ed. an example o he measu e
is ‘i help o he s who ha e hea y wo k load’. in measu ing Js, i ems including ‘i am sa is ied wi h he
eeling o accomplishmen i ge om he job’ we e adap ed om he Minneso a sa is ac ion Ques ionnai e
(MsQ) de eloped by Weiss e al. (1977). o measu e ee, i ems such as ‘i wo k wi h in ensi y on my job’
de eloped by Rich e al. (2010) we e adap ed. in measu ing FssB, i ems de eloped by hamme e al.
(2009) we e adap ed. a sample measu e is ‘My supe iso is willing o lis en o my p oblems in juggling
wo k and non-wo k li e’. is, was measu ed by i ems such as ‘i can depend on my supe iso o mee
his/he esponsibili ies’. he measu es we e adap ed om Yang e al. (2009). he measu es we e adap ed
o sui he local con ex . he ques ionnai e included an in oduc ion sec ion ou lining he s udy’s goals,
gua an eeing he anonymi y and con iden iali y o he esponses, and o e ing ins uc ions on how o
comple e i as a p ocedu al emedy o common me hod bias (chang e al., 2010; Jo dan & o h, 2020;
Podsako e al., 2012). all he ques ionnai e i ems a e in he appendix. e hical clea ance was p o ided
by he Uni e si y o cape coas ins i u ional Re iew Boa d (UcciRB/chls/2023/05). P io o he da a
collec ion, w i en in o med consen was ob ained om he esponden s.
Da a p ocessing and analysis
he da a om ques ionnai es we e p ocessed and analysed u ilising sPss and sma Pls. he da a analysis
included desc ip i e s a is ics and in e en ial s a is ics. Desc ip i e s a is ics we e compu ed on he demo-
g aphic a iables and p esen ed using equencies and pe cen ages ia sPss. Pa ial leas squa e s uc u al
equa ion modelling (Pls-seM) h ough sma Pls was used o analyse he hypo heses. Following app op i-
a e assessmen c i e ia o he measu emen and s uc u al models, he esul s we e p esen ed and dis-
cussed. in Pls-seM, he assessmen o he measu emen model is done based on assump ions ha he
model achie es indica o eliabili y ( ac o loadings), cons uc eliabili y (c onbach’s alpha (ca) and com-
posi e eliabili y (cR)), con e gen alidi y (a e age a iance ex ac ed-aVe) and disc iminan alidi y (h M ).
he s uc u al model assessmen ollows by assessing he coe icien o de e mina ion (R2), p edic i e ele-
ance (Q2), a iance in la ion ac o s (ViF) e ec size ( 2) and signi icance o he hypo hesised pa hs (β).
Resul s
Sample cha ac e is ics
he cha ac e is ics o he sample a e p esen ed in able 2. F om he able, i is obse ed ha he majo i y
(50.8%) we e emales. Mos o he esponden s (42.7%) we e aged be ween 31 and 40 yea s, while 23.2%
we e aged be ween 18 and 30 yea s. conce ning he le el o educa ion, 75.2% ep esen ing he majo i y
had a bachelo ’s deg ee. When i comes o ank, he la ges p opo ion o esponden s (36.6%) we e
P incipal adminis a i e assis an s and 43.1% o esponden s had wo ked o 2-5 yea s.
Table 1. Popula ion and sample.
s a um Popula ion sample
adminis a i e assis an s 177 68
senio adminis a i e assis an s 184 71
P incipal adminis a i e assis an s 233 90
Chie adminis a i e assis an s 46 17
To al 640 246
cOgen BUsiness & ManageMen 7
Measu emen model
he esul s displayed in able 3 show ha he da a ga he ed om he esponden s we e no con ami-
na ed wi h common me hod bias issues. By obse ing he sco es o he ViF which acco ding o Kock
(2015) is used o assess common me hod bias, i can be said ha he equi ed h eshold was me . he
a ious indica o s had sco es below he 5.0 cu -o poin p oposed in hai e al. (2019).
conce ning he indica o eliabili y, able 3 e ealed ha loadings o he cons uc s ha e me he
equi emen s. By ex ension, he alues o he co esponding indica o s also showed ha hey a e sig-
ni ican and me all logic o be e ained in he model. hensele e al. (2009) posi ed ha when he
loadings o each i em a e la ge han o equal o 0.70, he indica o s o a cons uc can accu a ely assess
ha cons uc . his means ha ac o s ha load below his h eshold should be emo ed. howe e ,
indica o loadings as low as 0.50, acco ding o Beni ez e al. (2020) should be kep as long as he model’s
o e all eliabili y and alidi y a en’ comp omised by he addi ion o such indica o s. as a esul , some
indica o s wi h loadings below 0.70 we e main ained.
Fo he in e nal consis ency eliabili y o he cons uc s, he ca and cR alues we e conside ed and
a e displayed in able 4. a cu so y look a he sco es o all he measu es p o ed ha he in e nal con-
sis ency eliabili y o he a iables was achie ed since he alues ob ained we e > 0.70. addi ionally, he
con e gen alidi y o he componen s was e alua ed using he aVe. acco ding o he es ablished c i e-
ia (aVe ≥ 0.50), he esul s in able 4 demons a ed ha he cons uc s achie ed he app op ia e mu ual
ela ionship.
he disc iminan alidi y (DV) o he model was checked using he h M a io c i e ion due o i s
e icacy in assessing he dis inc i eness o cons uc s o he s udy. acco ding o he alues in able 5, DV
issues we e no de ec ed. his is because he alues did no exceed bo h he conse a i e (0.85) and
libe al (0.9) cu -o poin s o concluding he non-exis ence o DV p oblems (hensele e al., 2015).
he e o e, he a iables we e e ained o analyse he phenomenon unde in es iga ion.
S uc u al model
he s uc u al model assessmen ollowed. able 6 p o ides in e p e a ions o i al pa ame e s like he R2
and Q2. Wi h ega ds o he R2, he s udy upheld ha 58.6 pe cen o changes in he sco es o OcB we e
accoun ed o by he join con ibu ion o lh, Js, ee, FssB and is. P emised on he sugges ions o hai
e al. (2019), his change mode a ely explained he a ia ion o OcB. also, 10.7 pe cen o he a ia ion
in Js was explained by lh. in addi ion, he esul s depic ha a pe cen o 10.8 o changes in he ee
we e caused by he ai s o lh. in ligh o he p edic i e ele ance, Q2, he able demons a es ha
while OcB (Q2 = 0.515) made a subs an ial p edic i e ele ance, Js (Q2 = 0.098) and ee (Q2 = 0.098)
espec i ely had small p edic i e ele ance in he model.
Table 2. Cha ac e is ics o sample.
Cha ac e is ic Ca ego y F equency Pe cen
gende Female 125 50.8
Male 121 49.2
age 18–30 yea s 57 23.2
31–40 yea s 105 42.7
41–50 yea s 52 21.1
51–60 yea s 32 13
Le el o educa ion Bachelo ’s deg ee 185 75.2
Mas e ’s deg ee 58 23.6
PhD 3 1.2
Rank adminis a i e assis an 68 27.6
senio adminis a i e
assis an
71 28.9
P incipal adminis a i e
assis an
90 36.6
Chie adminis a i e
assis an
17 6.9
numbe o yea s wo ked
in he uni e si y
Less han one yea 25 10.2
2–5yea s 106 43.1
6–10yea s 51 20.7
o e 10 yea s 64 26
o al 246 100
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Appendix
Ques ionnai e i ems
Leade humili y
1. My supe iso acknowledges when i ha e mo e knowledge and skills han him o he
2. My supe iso ac i ely seeks my eedback e en i i is c i ical
3. My supe iso admi s o me when he o she does no know how o do some hing
4. My supe iso complimen s me on my s eng hs
5. My supe iso is open o my ad ice
6. My supe iso is open o my ideas
7. My supe iso is willing o lea n om me
8. My supe iso shows app ecia ion o my unique con ibu ions
9. My supe iso akes no ice o my s eng hs
O ganiza ional ci izenship beha iou
1. i help o he s who ha e hea y wo k load
2. i y o a oid c ea ing p oblems o cowo ke s
3. i keep ab eas o changes in he o ganisa ion
4. i conside he impac o my ac ions on cowo ke s
5. i am always eady o lend a helping hand o hose a ound me
6. i do no abuse he igh s o o he s
7. i a end unc ions ha a e no equi ed, bu help he o ganisa ion’s image
8. i help o he s who ha e been absen
9. i willingly help o he s who ha e wo k ela ed p oblems
10. i obey company ules and egula ions e en when no one is wa ching
11. i help o ien new people e en hough i is no equi ed
Job sa is ac ion
i am sa is ied wi h:
1. he chance o do hings o o he people
2. he chance o ell people wha o do
3. he chance o do some hing ha makes use o my abili ies
4. he way company policies a e pu in o p ac ice
cOgen BUsiness & ManageMen 17
5. My pay and he amoun o wo k i do
6. he chances o ad ancemen on his job
7. he wo king condi ions
8. he eeling o accomplishmen i ge om he job
Employee engagemen
1. i wo k wi h in ensi y on my job
2. i de o e a lo o ene gy o my job
3. i s i e as ha d as i can o comple e my job
4. i am en husias ic in my job
5. i eel posi i e abou my job
6. i am exci ed abou my job
7. i am abso bed by my job
8. i ocus a g ea deal o a en ion on my job
Family suppo i e supe iso beha iou
1. My supe iso is willing o lis en o my p oblems in juggling wo k and non-wo k li e
2. My supe iso akes he ime o lea n abou my pe sonal needs
3. My supe iso makes me eel com o able alking o him o he abou my con lic s be ween wo k and non-wo k
4. My supe iso and i can alk e ec i ely o sol e con lic s be ween wo k and non-wo k issues
5. My supe iso is a good ole model o wo k and non-wo k balance.
6. My supe iso demons a es e ec i e beha iou s in how o juggle wo k and non-wo k balance
7. My supe iso asks o sugges ions o make i easie o employees o balance wo k and non-wo k demands
T us in supe iso
1. i can depend on my supe iso o mee his/he esponsibili ies
2. gi en my supe iso ’s ack eco d, i see no eason o doub his/he compe ence
3. My supe iso ollows h ough wi h commi men s (s)he makes
4. i can ely on my supe iso o show good judgmen when making wo k- ela ed decisions
5. i can ely on my supe iso o do wha is bes a wo k
