Organizational Perceptions, Leadership, Performance and Organizational Citizenship Among Older Employees in Work Settings: Can They Interelate?

Abstract

An in depth review of literature shows there exists a pressing need to understand how and the organizational leadership process affects differently organizational behavior in outcomes (e.g. job performance) various national culture settings. One approach may seek to unveil the mediation of cultural values on the relationship between preferred as well as exhibited styles of leadership and behavioral organizational outcomes. An alternative approach may explore how and why cultural values affect differently the relationship of the quality of leader – subordinate relationships (LMX) to behavioral organizational outcomes. Moreover, as we notice a constant growth of aged workers in the composition of work force in the Western World , these approaches should be addressed in relation to older managers and workers.

Our present paper attempts to reconcile these two diametrically opposed approaches by conceiving a theoretical model linking between organizational justice, organizational leadership styles, LMX and behavioral organizational outcomes (i.e., job performance, organizational citizenship) as mediated by organizational culture different national values settings and in relation to older employees.