The interrelationships between leadership, employee empowerment and organisational citizenship behaviour in an open distance higher education institution

Abstract

The open distance higher education environment is constantly evolving in terms of technology and student needs. Open distance higher education institutions require staff willing to engage in organisational citizenship behaviour (OCB) to ensure the institution's smooth functioning and student satisfaction. Leadership and employee empowerment will play a significant role in encouraging OCB in an open distance higher education institution. This research focused on the interrelationships among leadership, employee empowerment, and OCB within the context of the open-distance higher education environment. The study also investigated the mediating effects of employee empowerment in the relationship between leadership and OCB. A cross-sectional research approach was applied, and a quantitative survey was conducted on a probability sample of 452 (N=452) university staff in an open distance higher education institution in South Africa. The exploratory factor analysis identified a four-construct measurement model for leadership, a three-construct measurement model for employee empowerment and a four-construct measurement model for organisational citizenship behaviour. The results indicated that the research instrument was valid and reliable for measuring leadership, employee empowerment, and OCB. A correlational analysis confirmed a significant positive relationship between leadership, employee empowerment and organisational citizenship behaviour. Structural equation modelling was used to test the mediating effects of employee empowerment in the relationship between leadership and OCB. Tests for significant mean differences revealed differences between the biographical variables of gender, age qualification, and number of years at the organisation and job level groups and organisational citizenship behaviour. The study recommends introducing mentoring and coaching, along with a charismatic leadership style, to encourage organisational citizenship behaviour in the institution. On a theoretical level, the study provides a deeper understanding of the concepts and contributes to the existing body of knowledge on leadership, employee empowerment, and organisational citizenship behaviour within the context of the open distance higher education environment. On a practical level, human resource practitioners and higher education institutions can use the results of this study to inform interventions that motivate staff to engage in OCB and boost workplace productivity.