Effects of Delegated Decision Making and Collective Trust on Organizational Citizenship Behaviors

• In Event: 65.022 - Leveling the Playing Field: Leadership Practices, School Climate, and Student Achievement in Northwestern Alabama

Abstract

Purpose of the Study
This study tested the relationship of organizational citizenship behaviors(OCBs) to faculty trust in the principal and colleagues, and delegated decision making. Two research questions guided the study:
1. What is the relationship between OCB, trust in the principal, trust in colleagues, and delegated decision making?
2. Do delegated decision making, trust in the principal, and trust in colleagues individually and collectively explain OCB?
Understanding the relationship may give school leaders a clearer vision of how their behaviors may impact the functioning of their schools.
Theoretical Framework
Research suggests organizational citizenship behaviors are related to trust in the principal (Dirks & Ferrin, 2002; Forsyth, Adams, & Hoy, 2011) and to trust in colleagues (Dipaola & Hoy 2005). Leader supportiveness is an antecedent of OCB (Organ & Ryan, 1995). This study sought to connect a specific leader behavior, delegated decision making, to OCB.
Method of Inquiry and Data Sources
The data was collected via a convenience sample and were gathered during regularly scheduled faculty meetings at 60 elementary schools in Northwest Alabama. Free and reduced lunch percentages was the measure used as a proxy for SES. The unit of analysis was the school.
Results
Delegated decision making and organizational citizenship behaviors were not related (r = .13, p < .01). The Pearson correlation between delegated decision making and trust in the principal and in colleagues was not statistically significant. Trust in the principal and trust in colleagues were related (r = .50, p < .01). Trust in the principal and organizational citizenship behaviors were related (r = .44, p < .01), as well as trust in colleagues and organizational citizenship behaviors (r = .51, p < .01). The relationship of socioeconomic status to delegated decision making was not significant.
OCB was regressed on delegated decision making and trust in the principal and colleagues, while controlling for SES. Overall, the predictors explained 32% of the variance for delegated decision making and trust in principal and trust in colleagues when controlling for SES. Trust in the principal (β = .33, p = .015) and trust in colleagues (β = .33, p = .015) were both found to be good predictors of OCB. Delegated decision making (β = .20, p = .08) and SES (β = .13, p = .26) were not found to be good predictors for OCB.
Significance of the Study
The current study confirms prior research proposing a relationship between trust in the principal and colleagues, as well as a relationship between those two elements of trust and OCB. Delegated decision making practices did not predict OCB in the current study; however, it would be worthwhile to replicate the study using other instrumentation.
 

Authors

• C. John Tarter, The University of Alabama

• Roxanne M. Mitchell, The University of Alabama

• Tina Hall Blankenship, Lawrence County Schools- Alabama