Wisdom and organizational citizenship be

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November 7, 2012

Doctoral Dissertation Defense at IWU AGS Room 120 1

Wisdom and

organizational

citizenship behavior

in leaders

By

Herman Jumba Najoli

B.Ed. (Economics and Commerce), University of Nairobi, Kenya (November 27, 2000)

MA (Organizational Leadership), Regent University, Virginia Beach, VA (December 21, 2003)

MA (Advanced Leadership Studies), Indiana Wesleyan University, Marion, IN (May 1, 2010)

PowerPoint Slideshow Presentation

Doctoral Dissertation Defense

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Doctoral Program in Organizational Leadership

Advisor: Dr. Vern Ludden

DOL Faculty and Cohort 14 Administrative Team and Library staff

Team Najoli:

Danyetta Jumba

Diane

God’s doing - Zechariah 4:6

Dedication

Editor (KellyB.), Prayer partner (Steve A.), Men’s group Dad and Mom:

Manasseh and Joyce

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Abstract

Respondents (

n

=193) were selected from an

online panel of leaders from organizations across

America and invited to complete Ardelt’s (2003)

three-dimensional wisdom scale (3D-WS) and

the OCB scale (Podsakoff, MacKenzie,

Moorman, & Fetter, 1990). Results indicated that

leader wisdom and leader OCB have a significant

and moderately strong positive correlation.

Rationale

Chapter 1: Introduction

• The current age requires genuine wisdom

in all forms of organizational action

wisdom (Vaill, 2007).

• “Good soldiers” engage in behavior that

goes over and above the required

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Definition of terms

• Wisdom

Theory.

Operationalization.

• Organizational Citizenship Behavior (OCB)

Theory.

Operationalization.

Chapter 1: Introduction

Research question and hypotheses

Chapter 1: Introduction…cont.

How do self-reported measures of leader wisdom at

the individual-level correlate with measures of leaders’

organizational citizenship behavior?

• H

_O

: No positive correlation exists between leaders’

wisdom as measured by the 3D-WS and leaders’

organizational citizenship behavior as measured by

the OCB scale.

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Wisdom conceptualization

• Synthesis of cognitive, affective, and reflective

abilities (Ardelt, 2003).

• Complexities and challenges of bringing people

together (Küpers, 2007).

• The good of both the individual and the group

(Rooney & McKenna, 2007)

Chapter 2: Literature review

• Countless collaborative actions that keep a group

together (Podsakoff et al., 1990).

• Going beyond what is required … may not be

recognized or compensated (Organ et al., 2006).

• OCB Related Concepts.

• Five-dimension structure of OCB.

Organizational citizenship behavior (OCB)

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Design, Sample, and Instruments

• Quantitative

• Convenient: Online panel

• Instrumentation



The 3D-WS (Ardelt, 2003) - 39 items



The OCB scale (Podsakoff et al., 1990) - 24

items

Chapter 3: Research methods

Data collection procedures

• Self-ratings

• Zoomerang Panel

Chapter 3: Research methods

…cont.

• Survey development

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Data entry and transformation

• Screening Excel spreadsheets and import

–

SPSS(20)

Chapter 3: Research methods

…cont.

Table 1: Computation of Wisdom and OCB scores

Variable Number Name in SPSS

3D-WS cognitive (mean of 14) var00080 cognitive

3D-WS reflective (mean of 12) var00081 reflective

3D-WS affective (mean of 13) var00082 affective

Altruism score (mean of 5 items) var00088 altruism

Conscientiousness score (mean of 5 items) var00089 conscientiousness Sportsmanship score (mean of 5 items) var00090 sportsmanship Courtesy score (mean of 5 items) var00091 courtesy Civic virtue score (mean of 4 items) var00092 civic_virtue

Three dimensional wisdom var00093 Overall_Wisdom

Organizational citizenship behavior var00094 Overall_OCB

• Reverse items, composite variables, and Averages

See Appendix L in Dissertation for expanded version of data entry and transformation table

Demographic Data Description

Chapter 4: Results

Table 2: Descriptive Statistics for

Continuous Scale Variables

• Gender: 112 (58%) male and

81 (42%) female

• Education: 76 (39.4%)

bachelor’s degree, 47 (24.4%)

master’s degree, 33 (17.1%)

some college education…

• Race: 89.1% (158) white,

8.3% (16) Asian, 6.7% (13)

were Black…

• Level of leadership: 51.8%

(105) managers, 16.1% (31)

Senior Level Executives,

14% (27) were Directors…

_{See Table 10 on p. 139 for Dissertation version}

Mean Median Standard

direct reports 55.17 6.00 371.633 Years of

leadership experience

15.4508 12.0000 11.89237

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3D-WS and OCB scale statistics

Chapter 4:

Results…cont.

Table 3: Statistics for Overall

Wisdom and Overall OCB

• Means (Ardelt, 2003)

Note: Valid N= 193. Missing n=0. Min.=Minimum. Max.=Maximum. SD=Standard Deviation..

See Tables 11 and 12 in Dissertation (pp. 143-144)

• High scores

Table 4: Kolmogorov-Smirnov and Shapiro-Wilk Tests

• Graphical tests

Kolmogorov-Smirnova _Shapiro-Wilk

Statistic df Sig. Statistic df Sig.

Overall_Wisdom .086 193 .001 .983 193 .018

Overall_OCB .085 193 .002 .942 193 .000

a. Lilliefors Significance Correction

See Table 14 on p. 152 for Dissertation version of this table

• Nonparametric tests: Spearman rho correlations

• Raw scores or standardized scores?

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Correlation Analysis: Hypothesis testing

Chapter 4:

Results…cont.

Table 5: Correlations for Overall Wisdom and Overall OCB (Outliers included)

Overall Wisdom

Overall OCB

Spearman's rho

Overall_Wisdom

Correlation Coefficient 1.000 .573**

Sig. (2-tailed) . .000

N 193 193

Overall_OCB

Correlation Coefficient .573** _1.000

Sig. (2-tailed) .000 .

N 193 193

**. Correlation is significant at the 0.01 level (2-tailed).

See Table 15 on p. 157 for Dissertation version of this table

• Outliers in the data set.

Result

Chapter 4:

Results…cont.

A moderate positive correlation was found

(

ρ

(191) = .573, p < .01), indicating a

significant and moderately positive

relationship between Overall Wisdom and

OCB in leaders.

.

• H

_A

: accepted.

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Relationship to Theory

• Extends three-

dimensional approach to leader ‘s

workplace behaviors.

• Organizational leaders employ a combination of the

three wisdom dimensions while engaging in OCB.

Chapter 5: Discussion

OCB Theory

Wisdom Theory

• Wisdom is a distinct and meaningful correlate to

OCB.

• Leaders may view OCB as the application of wisdom

within the organization.

Relationship to Previous Research

• Value of identifying wisdom’s correlation to OCB.

• Positive relationship between wisdom and years of

leadership experience (ρ = .352).

Chapter 5: Discussion

OCB Research

Wisdom Research

• Consistency with prior studies.

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Conclusions from the Findings

• High value for wisdom by organizational leaders.

• Organizational leaders have higher average levels of

wisdom than lower level employees.

• Sufficiency of the three dimensions of wisdom in

assuring a higher level of OCB in leaders who

integrate them than those who do not.

Chapter 5:

Discussion…cont.

Implications for Practice

• Impact of developing wisdom in the organization.

• Need for systems and operational models that

facilitate the application of wisdom.

• Action is a much-needed component for overall

effective functioning of the organizational leader.

• Advancing beyond the three-dimensional concept.

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Limitations

• Self-selection.

• Web-based survey.

• Cross-sectional data.

Chapter 5:

Discussion…cont.

Based on the method

_{Based on the sample}

Based on the measures

• Convenience.

• Restrictions.

• Inconclusiveness of the 3D-WS.

• Existence of other wisdom constructs.

Suggestions for Future Research

• Examination using other instruments.

• Foolishness and anti-citizenship behaviors.

Chapter 5:

Discussion…cont.

• Organizational-level wisdom and OCB.

• Impact of a climate of wise leadership.

At the unit (team or group) level of analysis

• Leader wisdom and subordinate treatment.

• Wisdom and unit performance and/or group OCB.

At the organizational level of analysis

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References

Ardelt, M. (2003). Empirical assessment of a three-dimensional wisdom scale. Research on Aging, 25(3), 275-324.

Clayton, V. P. & Birren, J. E. (1980). The development of wisdom across the life span: A reexamination of an ancient topic. Life-Span Development and Behavior, 3, 103-135.

Küpers, W. (2007). Phenomenology and integral pheno-practice of wisdom in leadership and organization. Social Epistemology, 21(2), 169-193. doi:10.1080/02691720701393509 Organ, D. W. (1988). Organizational citizenship behavior: The good soldier syndrome. Lexington,

MA: Lexington Books

Organ, D. W., Podsakoff, P. M., & MacKenzie, S. R. (2006). Organizational citizenship behavior: Its nature, antecedents, and consequences. Thousand Oaks, CA: Sage.

Podsakoff, P. M., MacKenzie, S. B., Moorman, R. H., & Fetter, R. (1990).

Transformational leader behaviors, and their effects on followers’ trust in leader,

satisfaction, and organizational citizenship behaviors. Leadership Quarterly, 1(2), 107-142. Rooney, D., & McKenna, B. (2007). Wisdom in organizations: Whence and whither. Social

Epistemology, 21(2), 113–138.

Vaill, P. B. (2007). Organizational epistemology –Interpersonal relations in organizations and the emergence of wisdom. In E. H. Kessler, & J. R. Bailey (Eds.), Handbook of organizational and managerial wisdom. (pp. 327-355). Thousand Oaks, CA: Sage.

Discussion

Questions

Comments

Fuata mto uone bahari (Swahili proverb).

Follow the river to find the sea. If you follow the

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November 7, 2012

ABOUT

Herman Jumba Najoli was born in Kisumu, Kenya and attended Kakamega High School in

Western Province, Kenya. In 1996 he entered The University of Nairobi’s Kikuyu Campus

where he earned the Bachelor of Education (Arts) degree in December 2000.

Najoli left Kenya for the United States in August 2001, He served with a youth ministry, Teen Mania, for a year before enrolling at Regent University in Virginia Beach, VA in May 2002. He graduated from Regent University in May 2004 with a Master of Arts degree in Organizational Leadership. It was at Regent that he met his wife, Ms. L. Danyetta Dawson. The two made a life in Nashville, TN where they were married. After working for community-based organizations, Herman moved his family to Omaha, NE in December 2005 to work at the nationally-recognized Girls and Boys Town.

The Najolis moved to Cincinnati, OH in 2007 where Herman was employed as an adjunct instructor at Indiana Wesleyan University (IWU). Herman taught several business management courses including, Global Issues and International Business at three locations. In 2008, he

entered IWU’s graduate school, earning the Master of Arts degree in Advanced Leadership Studies in May, 2010. He proceeded with his studies and earned the Doctor of Education degree in Organizational Leadership in December 2012.

Najoli’s public service includes volunteering in the education department at Cincinnati Museum Center and character coaching at Carson school through Winners Walk Tall, a youth

development organization that serves the Greater Cincinnati region.

Najoli’s intermediate goal is to exercise wisdom in organizational leadership as he pursues his call in the United States. His long-term goal is to return to Kenya and train leaders. His