The Importance Of Passive Leadership

The organization provides challenging opportunities to their employees and provides rewards (Robbins, 2001). OCB is defined as a “discretionary behavior that is not part of an employee’s formal job requirement but that nevertheless promotes the effective functioning of the organization” (Robbins, 2001).Management has a link with its employees who depend on their job satisfaction. Zhou and George (2001) explained in their theory that when employees are dissatisfied with their jobs they suffer 4 types of situation: (Farrel, 1983; Hirschman, 1970, Rusbult et al., 1988).The employees do work not by their wish but they are in need of that job or organization. They are attached to their jobs and they build formal relationships or identification of

Passive leadership, a largely neglected dimension of leadership, represents a passive mode of reaction from the leader in the face of a variety of situations (Hinkin and Schriesheim, 2008). Our argument is that a health care leader who adopts a passive mode of leadership will hinder the realization of the beneficial effects of sources of support. As the supervisor is an agent representing the organization before employees (Eisenberger et al., 2002), he/she is held responsible for aligning employees’ attitudes and behavior with the goals of the organization. Where the supervisor adopts a passive mode of leadership, he/she might be unable to use the resources offered to employees by the organization, coworkers, and physicians in order to build a relationship that fosters commitment to the organization, and ultimately leads to OCB. In other words, we expect passive leadership to negatively moderate the relationships of sources of support to commitment and the indirect relationship of sources of support to OCB. Our study thus extends work onsocial exchange processes by looking at the boundary conditions and signifying that these relationships are conditional on supervisors’ leadership