The Relationship Between Benevolent Leadership And Employee Organizational Citizenship Behavio

The healthy development of modern enterprises requires not only employees to complete their job tasks but also to engage in some extra-role behaviors for the organization.Organizational citizenship behavior is a typical form of extra-role behavior that may not directly benefit employees individually but can improve organizational efficiency and is of great significance for the long-term development of the organization.Along with the wave of economic globalization,management elements,which are one of the factors of production,have inevitably been introduced into China.Therefore,most of the domestic studies on the relationship between leadership styles and employees’ organizational citizenship behaviors have started from Western leadership styles.However,it has been argued that the direct application of Western leadership models to Chinese business leaders may have the problem of "cutting the feet to fit the shoes".To some extent,this points to the fact that cultural backgrounds and corporate environments affect the effectiveness of leadership styles.As a localized leadership style,benevolent leadership can have a more positive effect on employees’ organizational citizenship behavior,but the mechanism between the two needs to be further explored and improved.Therefore,this study aims to explore the relationship between benevolent leadership and employees’ organizational citizenship behavior,as well as the mechanism of the relationship between employees’ affective commitment to supervisors and employees’ perception of leaders’ prosocial motivation.This study uses the Benevolent Leadership Scale,Supervisory affective commitment Scale,Organizational Citizenship Behavior Scale and Prosocial Motivation Scale to conduct questionnaire surveys on employees of enterprises,and finally get 756 valid questionnaires.The main results are as follows:(1)Benevolent leadership can significantly and positively predict employee organizational citizenship behavior.(2)Supervisory affective commitment plays a partial mediating role between benevolent leadership and employee organizational citizenship behavior.(3)Leaders’ prosocial motivation has a buffering effect in the predictive effect of benevolent leadership on supervisory affective commitment and a buffering effect on the mediating effect of supervisory affective commitment between benevolent leadership and organizational citizenship behavior relationships.