Disentangling role perceptions: How perceived role breadth, discretion, instrumentality, and efficacy relate to helping and taking charge.

McAllister, Daniel J.; Kamdar, Dishan; Morrison, Elizabeth Wolfe; Turban, Daniel B.

doi:10.1037/0021-9010.92.5.1200

Cited by 318Job Satisfaction and Organizational BehaviorEmployee Performance and ManagementTeam Dynamics and Performance

Disentangling role perceptions: How perceived role breadth, discretion, instrumentality, and efficacy relate to helping and taking charge.

McAllister, Daniel J., Kamdar, Dishan, Morrison, Elizabeth Wolfe, Turban, Daniel B.·2007·Journal of Applied Psychology

DOI 10.1037/0021-9010.92.5.1200

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Abstract

The objective of this study was to empirically disentangle role perceptions related to organizational citizenship behavior (OCB) that have been confounded in past research, investigate their unique relationships with both an affiliative (helping) and a challenging (taking charge) form of OCB, and determine their relative importance in explaining these 2 forms of OCB. The authors also examined whether role discretion and role breadth independently moderate the procedural justice-to-OCB relationship. The authors surveyed 225 engineers in India and their direct supervisors. The results showed that 3 of the 4 facets of OCB role perception explain unique variance in either helping or taking charge, and that role breadth moderates the relationships between procedural justice and both helping and taking charge. The authors discuss implications of these findings for OCB theory and research, as well as for managerial practice.

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Authors: McAllister, D. J., Kamdar, D., Morrison, E. W., & Turban, D. B.
Affiliations: National University of Singapore (SG)
Indian School of Business (IN)
New York University (US)
University of Missouri (US)
ORCID: McAllister, Daniel J.
Kamdar, Dishan
Venue: Journal of Applied Psychology
Publisher: American Psychological Association (APA)
Published: 2007
Volume: 92
Issue: 5
Pages: 1200-1211
ISSN: 0021-9010 (ISSN-L)
1939-1854
DOI: 10.1037/0021-9010.92.5.1200
OpenAlex: W2138368525
Cited by: 318
References: 79
Citations by year: 2026: 7 · 2025: 15 · 2024: 16 · 2023: 18 · 2022: 25 · 2021: 23 · 2020: 22 · 2019: 22 · 2018: 17 · 2017: 20 · 2016: 17 · 2015: 22 · 2014: 17 · 2013: 20 · 2012: 16
FWCI: 16.89
Type: journal article
Language: en
Open access: closed
Locations: Journal of Applied Psychology (publishedVersion)
PubMed (publishedVersion)
Digital Eprints Services at ISB (DESI) (Indian School of Business) (submittedVersion)
National University of Singapore (submittedVersion)
Topics: Social Sciences › Business, Management and Accounting › Organizational Behavior and Human Resource Management › Job Satisfaction and Organizational Behavior
Social Sciences › Human Factors and Ergonomics › Employee Performance and Management
Social Sciences › Psychology › Social Psychology › Team Dynamics and Performance
Keywords: organizational citizenship behavior, role perception, instrumentality, perceived efficacy, helping behavior, taking charge, procedural justice, engineers
MeSH terms: Adult, Female, Helping Behavior, Humans, Leadership, Male, Role, Social Perception, Self Efficacy

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Disentangling role perceptions: How perceived role breadth, discretion, instrumentality, and efficacy relate to helping and taking charge.

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