Workplace Flourishing as a Mediator in the Relationship between Relationship-Oriented Leadership and Organizational Citizenship Behavior in the Context of Nursing Staff in Hospitals

Workplace Flourishing as a Mediator in the Relationship between Relationship-Oriented Leadership and Organizational Citizenship Behavior in the Context of Nursing Staff in Hospitals | Research Square window.SnipcartSettings = { analytics: { enabled: false } }; (function() { var accessVector = localStorage.getItem('access_vector') || ''; window.dataLayer = window.dataLayer || []; if (accessVector) { window.dataLayer.push({ user: { profile: { profileInfo: { snid: accessVector } } } }); } })(); (function(w,d,s,l,i){w[l]=w[l]||[];w[l].push({'gtm.start':new Date().getTime(),event:'gtm.js'});var f=d.getElementsByTagName(s)[0],j=d.createElement(s),dl=l!='dataLayer'?'&l='+l:'';j.async=true;j.src='https://www.googletagmanager.com/gtm.js?id='+i+dl;f.parentNode.insertBefore(j,f);})(window,document,'script','dataLayer','GTM-K279D39R'); Browse Preprints In Review Journals COVID-19 Preprints AJE Video Bytes Research Tools Research Promotion AJE Professional Editing AJE Rubriq About Preprint Platform In Review Editorial Policies Our Team Advisory Board Help Center Sign In Submit a Preprint Cite Share Download PDF Research Article Workplace Flourishing as a Mediator in the Relationship between Relationship-Oriented Leadership and Organizational Citizenship Behavior in the Context of Nursing Staff in Hospitals Aysun Türe, İrfan Akkoç, Korhan Arun, Arzu UĞURLU KARA This is a preprint; it has not been peer reviewed by a journal. https://doi.org/ 10.21203/rs.3.rs-5812934/v1 This work is licensed under a CC BY 4.0 License Status: Posted Version 1 posted You are reading this latest preprint version Abstract Background: This study investigates the impact of relationship-oriented leadership on organizational citizenship behavior among hospital nurses, focusing on the mediating role of workplace flourishing. The research aims to fill gaps in understanding the indirect effects of leadership on organizational citizenship behavior through workplace well-being in the context of healthcare professionals. Methods: A cross-sectional design was employed, surveying 448 nurses from a university hospital using structured Likert-type scales. Data were analyzed through structural equation modeling and the bootstrap method to test the hypothesized relationships among the variables. Results: The findings indicate that relationship-oriented leadership significantly affects organizational citizenship behavior dimensions such as altruism, conscientiousness, courtesy, and sportsmanship. Additionally, workplace flourishing was found to mediate the relationship between leadership style and organizational citizenship behavior, with flourishing showing a strong positive influence on organizational citizenship behavior dimensions. Conclusion: The study highlights that relationship-oriented leadership fosters workplace flourishing, which in turn enhances organizational citizenship behaviors. These results suggest that healthcare leaders can promote better workplace outcomes by fostering a flourishing environment, ultimately improving nurse engagement and citizenship behaviors. Relationship-oriented Leadership Style Organizational Citizenship Behavior Workplace Flourishing Nursing Introduction From a positive organizational psychology perspective, leaders can help organizational members identify and utilize their strengths, increase production and engagement behaviors, and predict organizational citizenship behaviors (Decuypere & Schaufeli, 2021; Rich et al., 2010). However, despite conscientiousness and indifference to rewards, individual differences have not consistently shown a significant and robust relationship with citizenship behaviors (Mayfield & Taber, 2010; Podsakoff et al., 2005). So, leaders can have critical roles in illustrating and showing how to cause a change in life and show a greater emphasis on identifying the current strengths of the positive human characteristics of the employees, that is flourishing, as a basis for extra-role organizational citizenship behaviors (OCB) (Ahmad Bodla et al., 2019; Farid et al., 2019). Since previous studies found negative or inconsistent relations between the relationship style leadership and OCB (Girisken, 2020; Yukl & Gardner, 2020), flourishing relationships are associated with higher positive OCB (Kim et al., 2020; Teng et al., 2020). Rothmann’s study (2013) confirms that even if workplace flourishing (WF) has a significant positive effect on OCB, to our knowledge, it has never been researched as a mediator between positive relation-focused leadership behaviors and OCB. Our primary research question is whether relationship-focused leadership behaviors increase OCB among hospital nurses. Additionally, previous literature has studied only isolated flourishing factors, which only partially elucidates the complex interrelationships inherent within these constructs. Since the perceived well-being of the nurses is also crucial to OCB, the sub-research question is whether workplace flourishing mediates the relationship between RoL and OCB between nurses. Background Theoretical framework relevant research and hypotheses In the leadership literature, it is generally accepted that leadership is one of the main features leading to the success or failure of an organization (Yukl & Gardner, 2020). From the behavioral perspective, two crucial leadership behavior concepts are relationship-oriented (RoL) vs. task-orientated behaviors (Tran, 2020). In this study, we studied the relationship-oriented style because it benefits broad business areas, including citizenship at the organizational level (Breevaart & de Vries, 2021; McNeish & Tran, 2020). Relationship style behavior influences leaders on the follower's more general business areas like engagement (Arun et al., 2020; McCutcheon, 2019) rather than targets. Implicit Leadership Theories traditionally scrutinize how the perceived quality of leader-member rapport elucidates subsequent follower behaviors (Winkler, 2010). (Xi et al., 2017) found that the quality of relationships predicted employee attitudes. The range and variance of psychological proximity (close ties) between the leader and follower, when the psychological closeness is strong and in which leader and follower know each other well, influences the follower's outcomes, is a component of social perception of the relationships. Relations with members may include building organizational commitment and trust (Li et al., 2021), promoting followers' worth, creating a favorable climate, and maintaining a proper salary structure (Islam & jee, 2019). However, shared values between leaders and followers can also define relationships according to value-based leadership (James et al., 2021). As a result, leaders' and followers' self-concepts may define the depth and breadth of the relationships. The self-concept factor is also significantly related to OCB (Mayfield & Taber, 2010). Relations are also related to task functions (Northouse, 2019). If the team is well maintained and has good interpersonal relationships, the members will work together effectively and get their job done. The state of performing out of the scope of the task or job description discreetly is referred to as “Organizational Citizenship Behavior” or just “citizenship behavior” or “organizational citizenship” (Menezes et al., 2016; Organ, 1988). Some researchers have investigated the dimensions that compose OCBs as one (Hoffman et al., 2007) or up to five (Ramasamy & Thamaraiselvan, 2011; Wang et al., 2013), including altruism, conscientiousness, sportsmanship, courtesy, and civic virtue. In the literature, OCB is generally reactive to individual perceptions about a job or organization, including management (Rioux & Penner, 2001). Leaders are influential from that perspective because they are influential in developing employees' perceived ''reality'' of their jobs (Jiao et al., 2011). OCB concept has been lately divided into organizational and individual levels by person-to-person relations taxonomies (Geus et al., 2020). Abusive supervision results in fewer organizational citizenship behaviors by employees (Eissa et al., 2020), so it is natural to assume that employee‐oriented leadership behaviors, including relational-oriented style, have positive outcomes on OCB (Walumbwa et al., 2010). From the dyadic level, leader-member relations effectively affect OCB (Estiri et al., 2018). However, even if a good downward exchange relationship is usually correlated with more citizenship behaviors; it may also cause to decrease in the employees' internal motivation for citizenship behavior because followers may develop vital organizational contributions or attitudes similar to citizenship behavior (Bowler et al., 2019) which is in actual prosocial values of members about leaders (Rioux & Penner, 2001). Relationship-oriented leadership is effective at the team and organizational level in moderately favorable situations (Fiedler, 1978; Harrison, 2018). Nevertheless, the importance of relational leadership on OCB has not been thoroughly researched from the organizational perspective. The effect of the relationship-oriented style is based on the ability of the leaders to show how their style reflects the follower's values. So, for OCB, the followers' motivation increases as the relationship develops. However, the effects of linkages regarding different exchange qualities may be relative to the dimensions of OCB; the development of OCB is not only a dyadic leader-member exchange relationship focused but also the ideas of OCB concept can be expanded to groups, networks, and organizations. The leader will be involved in additional measures to strengthen the relationship and reach successful outcomes. However, the reciprocity of relationships necessitates the development of an exchange along OCB dimensions that both parties can contribute to and appreciate (Dienesch & Liden, 1986). So, the following hypotheses are being raised: Hypothesis 1: Relationship-oriented leadership style affects organizational citizenship behaviors significantly and positively. Flourishing was first defined as the state of social-psychological prosperity of subjective well-being (Giolito et al., 2021). So, it is about the perceptions of employees’ feelings and functioning well in the workplace (Redelinghuys & Rothmann, 2020). The Flourishing Scale included several items on social relationships; those good social relationships were initially defined as having the support of others. So, relationship-oriented leadership should contribute to the well-being and thus the organizational members' flourishing. Hypothesis 2: Relationship-oriented leadership affects the flourishing of the organizational members positively. Positive emotion predicts organizational conduct that goes beyond a job description to help other organization members (Rothmann, 2013). OCB has been identified as an outcome of workplace flourishing (Redelinghuys, 2016; Redelinghuys et al., 2018). So, we proposed the following hypotheses: Hypothesis 3: Workplace flourishing positively affects organizational citizenship behaviors. Winkfield (2019) found that RoL indirectly influences followers' behaviors through mediating factors. One of these mediating factors is follower prosocialprosocial/moral identity that mediates relationships between leader behaviors and follower outcomes (in particular, organizational citizenship behaviors) (Liden et al., 2014). Hypothesis 4: Workplace flourishing mediates the relationship between relationship-oriented leadership and organizational citizenship behaviors. Methods Design Cross-sectional research investigated the mediating role of workplace flourishing between relationship-oriented leadership style and organizational citizenship behavior in nurses. Study Setting and Sampling 590 nurses working for a university that runs a health, practice, and research hospital made up the research population. According to Sekaran and Bougie's (2016) recommendations, the sample size for the study was calculated to be 233 people, with a margin of error of 5% within a 95% confidence interval. After excluding incomplete responses, a total of 448 questionnaires were deemed suitable for analysis. Regarding the demographic characteristics of the participating nurses, it was found that 69.4% of them were female (n = 311), 56.3% (n = 252) were married, and 65.6% (n = 294) held a university degree. The average age of the sample was 31.53, with a mean work experience of 5.99 years. Instrument with Validity and Reliability Relationship-oriented Leadership Scale: The scale developed by Northouse (2001) measured managers related-oriented leadership style. The scale includes ten questions about task and relationship styles and consists of 20 statements. In this study, ten expressions of the relationship-oriented leadership style were used. Prior research reported a scale reliability of .91(Akkoç et al.,2013). Flourishing Scale: The Scale was developed by Diener et al. (2009), is a measurement tool that evaluates participants' perceptions of well-being and is based on the individual's self-report. The scale's internal consistency reliability coefficients for Cronbach's alpha were estimated as.87. Organizational Citizenship Behavior (OCB) Scale: The scale utilized in this study was developed based on two separate studies conducted by Williams and Shiaw (1999) and Vey and Campbell (2004). The questionnaire, derived from these studies, was specifically designed to assess the five primary dimensions of organizational citizenship behavior as proposed by Organ (1988). These dimensions include altruism, conscientiousness, courtesy, sportsmanship, and civic virtue (Organ, 1988). The scale employed in this research comprises 19 items in total, encompassing the following dimensions: "Altruism" (five items), conscientiousness (three items), courtesy (three items), sportsmanship (four items), and "Civic virtue" (four items). The civic virtue dimension was not included in the study. Because civic virtue items are considered more extra-role questions than other items of OCB, which are hard to comply with within the covid-19 pandemic situations. The total reliability of the OCB Scale was found as 0.87 in the source author study (Cronbach alpha). The responses for the research model scales were collected using a 5-point Likert scale, where participants were asked to indicate their level of agreement on a continuum from 1 (strongly disagree) to 5 (strongly agree). Data collection Data Analysis The cross-sectional data for this study were collected through a self-report survey questionnaire administered in Eskisehir City, Turkey, between March and August 2020. The participants included registered nurses working in a university hospital. A convenience sampling method was utilized, and 550 nurses were approached to complete the survey questionnaires. Out of these, 448 valid surveys were used for data analysis, yielding an 81.5 percent response rate. The informed oral agreement was obtained from each participant before completing the questionnaire, and the nurses participated voluntarily. The data were examined using the Statistical Package for the Social Sciences (SPSS), version 22, and a significance level of a 95 percent confidence interval. The initial phase was evaluating how well the measurement model fit with the data that had been gathered. The maximum likelihood estimation method used confirmatory factor analysis to assess the research model's structural validity. The scales' reliability assessments were conducted, and Cronbach's alpha reliability coefficient was applied. Sociodemographic traits are presented using descriptive analyses. The relationships between the study variables -workplace flourishing, relationship-focused leadership, and organizational citizenship behavior- were examined using Pearson correlation analysis. The AMOS program and the PROCESS SPSS macro were used to evaluate the mediation model after the preliminary analyses. Structural equation modeling and bootstrap were used to test the mediation model (model 4). Results In order to check the construct validity of the variables, the measurement model was first evaluated. Organizational citizenship behavior (nineteen statements), relationship-oriented leadership (ten statements), and workplace flourishing were the three variables included in the assessment model (eight statements). Confirmatory factor analysis (CFA) was carried out, and it was discovered that the observed factor loadings, which ranged from .66 to .87 were statistically significant. The goodness-of-fit indices of the CFA indicated that the measurement model fit the data at an acceptable level (χ² / df = 2.94; p < .001; CFI = .94; TLI = .93; RMSEA = .066; SRMR = .032). Table 1 presents the reliability, mean, standard deviation, and correlation analysis results of the data obtained from nurses regarding the variables of relationship-oriented leadership, organizational citizenship behavior, and workplace flourishing. The research model revealed significant relationships between the dependent, independent, and mediator variables (Table 1). According to the correlation analysis, positive relationships were found between the independent variable (relationship-oriented leadership) and the dependent variable (organizational citizenship behavior), as well as the mediator variable (workplace flourishing). Table 1: Reliability, Mean, Standard Deviation, and Correlation values M. SD. 1 2 3 4 5 6 1.Relationship-Oriented Leadership 3,61 ,79 (95) 2. Altruism 3.63 ,82 ,80** (,89) 3. Conscientiousness 3,70 ,94 ,80** ,73** (,89) 4. Courtesy 3,74 ,86 ,81** ,79** ,83** (,87) 5. Sportsmanship 3,69 ,83 ,76** ,79** ,81** ,78** (,88) 6. Workplace Flourishing 3,73 ,88 ,78** ,74** ,79** ,80** ,87** (95) Note: **p<.01, Alpha reliability coefficients are shown in parentheses. In the third stage, a mediation test was performed by creating a path diagram to test the hypotheses of the research model. Path analysis is a crucial method to see the intermediary variable's role in the dependent variable's effect on the independent variable. In this context, for model 1, a structural equation model was created to test whether the effect of the exogenous (independent) variable, which is the first condition, on the endogenous (dependent) variable, is significant. The direct, indirect, and total effect findings (Table 2), relationship-oriented leadership has a significant positive effect on altruism (β = 0.90, p <.001), conscientiousness (β = 0.89, p <.001), courtesy (β = 0.91, p <.001) and sportsmanship (β = 0.84, p <.001). The first condition is that the dependent variable must significantly affect the dependent variable. According to these findings, Hypothesis 1 is supported. Table 2 : Path Analysis Results for the Proposed Model Outcome Predictors Indirect Direct Total Altruism Relationship Oriented Leadership 0.25 0,65*** 0.90*** Conscientiousness Relationship Oriented Leadership 0.38 0.51*** 0.89*** Courtesy Relationship Oriented Leadership 0.38 0.53*** 0.91*** Sportsmanship Relationship Oriented Leadership 0.68 0.16** 0.84** Workplace Flourishing Relationship Oriented Leadership --- 0.83*** 0.83*** Altruism Workplace Flourishing --- 0.30*** 0.30*** Conscientiousness Workplace Flourishing --- 0.46*** 0.46*** Courtesy Workplace Flourishing --- 0.46*** 0.46*** Sportsmanship Workplace Flourishing --- 0.82*** 0.82*** Note: ** p <.01, ***p<.001 In the second stage of the mediation analysis, a path diagram was created to examine the mediating effect of workplace flourishing on the relationship between relationship-oriented leadership and organizational citizenship behavior. The fit indices of the structural equation model, which are used to assess the model's goodness-of-fit, were as follows: χ² / df = 3.15, CFI = .93, IFI = .93, NFI = .90, GFI = .83, RMSEA = .069, and RMR = .033. These fit indices indicated an acceptable level of fit, according to Hair (2010) and Kline (2016). The findings revealed that relationship-oriented leadership significantly and positively affected workplace flourishing (β = .83, p < .001), satisfying the second condition of the mediation analysis. Hypothesis 2 was supported. Additionally, workplace flourishing had significant and positive effects on altruism (β = .30, p < .001), conscientiousness (β = .46, p < .001), courtesy (β = .46, p < .001), and sportsmanship (β = .82, p < .01). Hypothesis 3 was supported, fulfilling the third condition of the mediation analysis. These results determined that workplace flourishing partially mediated the relationship between relationship-oriented leadership and the positive effects on altruism, conscientiousness, courtesy, and sportsmanship. Thus, Hypothesis 4 was supported. Using the Hayes-proposed Bootstrap approach, the structural equation model and mediation effects were investigated in this study step (2018). For this investigation, Model 4, which has mediation relationships, was used. The total, direct, and indirect effects among the variables in the model were investigated using the Bootstrap technique with 5000 resamplings, a 95 percent symmetric confidence interval, and a 95 percent confidence interval corrected for deviation (Hayes & Scharkow, 2013). Table 3 presents the results of the analysis, showing the lower limit (Altruism BootLLCI = .1376; Conscientiousness BootLLCI = .2885; Courtesy BootLLCI = .2861; Sportsmanship BootLLCI = .4995) and the upper limit (Altruism BootULCI = .3377; Conscientiousness BootULCI = .5191; Courtesy BootULCI = .4647; Sportsmanship BootULCI = .6490) of the Bootstrap results for the ROL-WF-OCB relationship at a 95% confidence interval. Since both the lower and upper limits are above zero at the 95% confidence interval, it can be concluded that the mediating role of workplace flourishing in the relationship between relationship-oriented leadership and organizational citizenship behavior is statistically significant (Hayes, 2013). This finding supports the mediation hypothesis 4. Table 3 . Total, direct, and indirect effects in the Model Indirect Direct Total Outcome Predictors ß BootLLCI BootULCI ß LLCI ULCI ß LLCI ULCI Altruism RoL .24 ,1376 ,3377 .58 (***) ,4950 ,6742 ,82 (***) ,7657 ,8828 Conscientiousness RoL .40 ,2885 ,5191 .55 (***) ,4553 ,6456 .95 (***) ,8851 ,1,0176 Courtesy RoL .37 ,2861 ,4647 .51 (***) ,4277 ,5971 ,88 (***) ,8253 ,9442 Sportsmanship RoL .58 ,4995 ,6490 .22 (***) ,1470 ,2982 .80 (***) ,7371 ,8643 RoL= Relationship-oriented leadership; Bootstrap sampling size= 5000; ***p<.001; BootLLCI and BootULCI respectively represent the lower and upper limits of the 95% bootstrap confidence interval. Discussion Psychological well-being is related to positive emotions and engagement at work (Seligman, 2011 ). Positive emotions are also related to workplace flourishing and management (Redelinghuys et al., 2018 ). From that consequential logic perspective, management and flourishing affect organizational engagement and citizenship. In order to better understand good employee behaviors including organizational citizenship, management, and workplace flourishing, additional research is required. According to our results, RoL is effective on OCB, and workplace flourishing partly mediates this relationship. According to correlation results (Table 1 ), RoL is most effective first on the Courtesy dimension (.81) and then altruism (.80) and Conscientiousness (.80) dimensions of OCB. Path analysis results also show that the direct effects of RoL are significant on OCB (Table 2 ). So, according to these analyses, Hypothesis 1 is supported (Relationship-Oriented Leadership Style affects OCB significantly and positively). These results are supported by previous studies (Jiang et al., 2019 ; Jiao et al., 2011 ; Najarbashi & Aalikhani, 2014 ; Piccolo & Colquitt, 2006 ; Suliman & Al Obaidli, 2013 ). Additionally, Schwarz and Sendjaya (2017) found that relationships as an underlying mechanism within whole leadership behavior are effective on OCB. From that perspective, Wang et al. ( 2005 ) showed that the main factor in leadership on OCB is an individual exchange between followers and leaders. However, we also expand the concept of personal relationship effects to the organizational level that relational behaviors of leaders are effective on OCB and its dimensions (Hypothesis 1 is supported). Leadership behaviors affect the OCB dimensions and are essential for developing OCB norms and practices (Ehrhart & Naumann, 2004 ). Leaders may assert that organizational members should perform norms (Ehrhart & Naumann, 2004 ). These norms can define OCB, and the employees of the undertakings fulfill them (Borman & Motowidlo, 1997 ; Redelinghuys et al., 2018 ). So, relational style leadership is effective on OCB and the flourishing of members as they both have the exact contextual causes of leadership behaviors. Both correlation and structural equation model analysis (Tables 1 and 2 ) are coherent with these discussions that Hypothesis 2 is supported (the direct effect is .83). Workplace flourishing is a multidimensional concept consisting of emotional well-being and perceptions about the job (Rautenbach & Rothmann, 2017 ; Rojas & Veenhoven, 2013 ). So, we hypothesized that flourishing should also affect job engagement (Erum et al., 2020 ), namely, citizenship behavior. Our analysis shows that flourishing at work positively affects OCB. Flourishing most affects courtesy dimensions (.91) and least affects sportsmanship (.84) positively (Table 2 ). These results are supported by other studies (Ariza-Montes et al., 2018 ; Redelinghuys et al., 2018 ; Rossouw & Rothmann, 2020 ). We accepted that workplace flourishing (WF) positively affects OCB (Hypothesis 3 ). WF affects OCB but to different degrees on its dimensions. WF affects the Sportsmanship dimensions most (.82) and the altruism dimension least (.30) (Table 2 ). WF's significant effect depends on the sportsmanship elements: fairness, equity, good form, and the will to win (Abad, 2010 ). As can be seen from the elements of sportsmanship that, they are primarily compatible with the flourishing perspective. However, the effect of WF is the least on the altruism dimension of OCB because of the behavioral definition as costly acts that confer economic benefits on other organizational members (Fehr & Fischbacher, 2003 ). In that sense, the economic perspective may not fit the WF perspective. Organizational practices can promote employee flourishing at work (Dutton et al., 2020 ). Organizational practices include a leader, so we showed that leaders imprint WF by relationship style. Flourishing can be interpreted as establishing a robust social standing, honing skills to attend to and efficiently respond to others' expectations, and maintaining harmony. These attributes are also closely associated with Organizational Citizenship Behavior (OCB), as Hitokoto & Uchida ( 2018 ) posited. However, Hitokoto and Uchida ( 2015 ) showed that the effects of flourishing depend on cultural context. Additionally, flourishing literature is generally rooted in Western concepts that frame the good for work-life (Demir & Sümer, 2018 ). In that sense, we first researched the flourishing effect in another cultural context, then Western. Second, we proposed that flourishing had been mediating effect between RoL and OCB. Our results showed that Workplace flourishing mediates the relation between RoL and OCB. Nevertheless, the structural equation analyses (Table 2 ) show that flourishing partially mediates the Altruism, Conscientiousness, Courtesy, and Sportsmanship dimensions of OCB. These results show that even though all dimensions are related to well-being in the workplace, sportsmanship mitigates aggressiveness on obedience and prosocialprosocial behaviors more effectively. In other words, even if the organization members must obey rules, "sportsmanship" ensures the appraisal of the members and carries the duty of obeying beyond the task. These results are consistent with the previous research that sportsmanship mitigates negative results of authority and prosocialprosocial behaviors (Brown et al., 2019 ; Courel-Ibáñez et al., 2019 ). Because from the OCB perspective, Sportsmanship encourages employees to have more tolerance, flexibility, and commitment than other OCB dimensions (Paillé & Valéau, 2019 ). Conclusion From a behavioral perspective, oriented leadership supports employees flourishing at work by psychological health or well-being (Jo et al., 2020 ; Tran, 2020 ). In other words, leadership style is effective for organizational citizenship (Coxen et al., 2016 ; Islami & Nahartyo, 2019 ) and the well-being of members at work. Flourishing is a sense of meaning, positive emotions, and psychological well-being in one’s work-life (Bester, 2019 ). However, not just meaning and feeling but also close relations are related to positive psychology in work-life (Garcia et al., 2018 ). One of these positive outcomes results is citizenship in organizations (Huppert & So, 2013 ). So, this paper studied the effects of relationship-oriented leadership on organizational citizenship by the mediating role of workplace flourishing. Our results show that RoL affects WF and OCB and the WF mediating role between RoL and OCB. The originality of this research is that first, it has a different cultural context than the Western; second, the mediating role of flourishing has been studied between leadership and OCB. For organizational implications, this paper showed that even if RoL is effective on OCB, positive organizational management practices like flourishing increase that effect. At the individual level, leaders should focus on the flourishing of work and the emotional experiences of the organizational members. In other words, these relations' depth, breadth, and experience are essential in increasing OCB. Recommended future research involves extending the study beyond Turkey, transitioning from a cross-sectional to a longitudinal format for further assessment of the model. Multilevel studies should also be conducted to evaluate the impact of RoL type leadership on positive organizational practices, particularly concerning the flourishing of other healthcare professions. Declarations Ethics approval and consent to participate Nurses voluntarily participated in this study, which was carried out in compliance with formal approval from Eskisehir Osmangazi University's Non-Interventional Clinical Research Ethics Committee (approval number: 17, approval date: 04.02.2020). Consent for publication Not applicable. Clinical trial number: not applicable. Availability of data and materials Data cannot be shared openly but are available on request from authors. Competing interests The authors declare that they have no competing interests. Funding No financing sources were used. Authors' contributions Study design: İA: Data collection: A.T., Data analysis: İA: Study supervision: İ.A., A.T., K.A. and A.U.K., Manuscript writing: İ.A., K.A. and A.U.K. All authors read and approved the final manuscript. Acknowledgements We thank the nurses who participated in this study. References Abad, D. (2010). Sportsmanship. 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However, despite conscientiousness and indifference to rewards, individual differences have not consistently shown a significant and robust relationship with citizenship behaviors (Mayfield \u0026amp; Taber, 2010; Podsakoff et al., 2005). So, leaders can have critical roles in illustrating and showing how to cause a change in life and show a greater emphasis on identifying the current strengths of the positive human characteristics of the employees, that is flourishing, as a basis for extra-role organizational citizenship behaviors \u0026nbsp;(OCB) (Ahmad Bodla et al., 2019; Farid et al., 2019). Since previous studies found negative or inconsistent relations between the relationship style leadership and OCB (Girisken, 2020; Yukl \u0026amp; Gardner, 2020), flourishing relationships are associated with higher positive OCB (Kim et al., 2020; Teng et al., 2020). Rothmann\u0026rsquo;s study (2013) confirms that even if workplace flourishing (WF) has a significant positive effect on OCB, to our knowledge, it has never been researched as a mediator between positive relation-focused leadership behaviors and OCB.\u0026nbsp;\u003c/p\u003e\n\u003cp\u003eOur primary research question is whether relationship-focused leadership behaviors increase OCB among hospital nurses. Additionally, previous literature has studied only isolated flourishing factors, which only partially elucidates the complex interrelationships inherent within these constructs. Since the perceived well-being of the nurses is also crucial to OCB, the sub-research question is whether workplace flourishing mediates the relationship between RoL and OCB between nurses.\u0026nbsp;\u003c/p\u003e"},{"header":"Background","content":"\u003cp\u003e\u003cstrong\u003eTheoretical framework relevant research and hypotheses\u003c/strong\u003e\u003c/p\u003e\n\u003cp\u003eIn the leadership literature, it is generally accepted that leadership is one of the main features leading to the success or failure of an organization (Yukl \u0026amp; Gardner, 2020). From the behavioral perspective, two crucial leadership behavior concepts are relationship-oriented (RoL) vs. task-orientated behaviors (Tran, 2020). In this study, we studied the relationship-oriented style because it benefits broad business areas, including citizenship at the organizational level (Breevaart \u0026amp; de Vries, 2021; McNeish \u0026amp; Tran, 2020).\u003c/p\u003e\n\u003cp\u003eRelationship style behavior influences leaders on the follower\u0026apos;s more general business areas like engagement (Arun et al., 2020; McCutcheon, 2019) rather than targets. Implicit Leadership Theories traditionally scrutinize how the perceived quality of leader-member rapport elucidates subsequent follower behaviors (Winkler, 2010). (Xi et al., 2017) found that the quality of relationships predicted employee attitudes. The range and variance of psychological proximity (close ties) between the leader and follower, when the psychological closeness is strong and in which leader and follower know each other well, influences the follower\u0026apos;s outcomes, is a component of social perception of the relationships.\u003c/p\u003e\n\u003cp\u003eRelations with members may include building organizational commitment and trust (Li et al., 2021), promoting followers\u0026apos; worth, creating a favorable climate, and maintaining a proper salary structure (Islam \u0026amp; jee, 2019). However, shared values between leaders and followers can also define relationships according to value-based leadership (James et al., 2021). As a result, leaders\u0026apos; and followers\u0026apos; self-concepts may define the depth and breadth of the relationships. The self-concept factor is also significantly related to OCB (Mayfield \u0026amp; Taber, 2010).\u003c/p\u003e\n\u003cp\u003eRelations are also related to task functions (Northouse, 2019). If the team is well maintained and has good interpersonal relationships, the members will work together effectively and get their job done.\u003c/p\u003e\n\u003cp\u003eThe state of performing out of the scope of the task or job description discreetly is referred to as \u0026ldquo;Organizational Citizenship Behavior\u0026rdquo; or just \u0026ldquo;citizenship behavior\u0026rdquo; or \u0026ldquo;organizational citizenship\u0026rdquo; (Menezes et al., 2016; Organ, 1988). Some researchers have investigated the dimensions that compose OCBs as one (Hoffman et al., 2007) or up to five (Ramasamy \u0026amp; Thamaraiselvan, 2011; Wang et al., 2013), including altruism, conscientiousness, sportsmanship, courtesy, and civic virtue. In the literature, OCB is generally reactive to individual perceptions about a job or organization, including management (Rioux \u0026amp; Penner, 2001). Leaders are influential from that perspective because they are influential in developing employees\u0026apos; perceived \u0026apos;\u0026apos;reality\u0026apos;\u0026apos; of their jobs (Jiao et al., 2011).\u003c/p\u003e\n\u003cp\u003eOCB concept has been lately divided into organizational and individual levels by person-to-person relations taxonomies (Geus et al., 2020). Abusive supervision results in fewer organizational citizenship behaviors by employees (Eissa et al., 2020), so it is natural to assume that employee‐oriented leadership behaviors, including relational-oriented style, have positive outcomes on OCB (Walumbwa et al., 2010).\u003c/p\u003e\n\u003cp\u003eFrom the dyadic level, leader-member relations effectively affect OCB (Estiri et al., 2018). However, even if a good downward exchange relationship is usually correlated with more citizenship behaviors; it may also cause to decrease in the employees\u0026apos; internal motivation for citizenship behavior because followers may develop vital organizational contributions or attitudes similar to citizenship behavior (Bowler et al., 2019) which is in actual prosocial values of members about leaders (Rioux \u0026amp; Penner, 2001). Relationship-oriented leadership is effective at the team and organizational level in moderately favorable situations (Fiedler, 1978; Harrison, 2018). Nevertheless, the importance of relational leadership on OCB has not been thoroughly researched from the organizational perspective.\u003c/p\u003e\n\u003cp\u003eThe effect of the relationship-oriented style is based on the ability of the leaders to show how their style reflects the follower\u0026apos;s values. So, for OCB, the followers\u0026apos; motivation increases as the relationship develops. However, the effects of linkages regarding different exchange qualities may be relative to the dimensions of OCB; the development of OCB is not only a dyadic leader-member exchange relationship focused but also the ideas of OCB concept can be expanded to groups, networks, and organizations.\u003c/p\u003e\n\u003cp\u003eThe leader will be involved in additional measures to strengthen the relationship and reach successful outcomes. However, the reciprocity of relationships necessitates the development of an exchange along OCB dimensions that both parties can contribute to and appreciate (Dienesch \u0026amp; Liden, 1986). So, the following hypotheses are being raised:\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eHypothesis 1:\u003c/strong\u003eRelationship-oriented leadership style affects organizational citizenship behaviors significantly and positively.\u003c/p\u003e\n\u003cp\u003eFlourishing was first defined as the state of social-psychological prosperity of subjective well-being (Giolito et al., 2021). So, it is about the perceptions of employees\u0026rsquo; feelings and functioning well in the workplace (Redelinghuys \u0026amp; Rothmann, 2020). The Flourishing Scale included several items on social relationships; those good social relationships were initially defined as having the support of others. So, relationship-oriented leadership should contribute to the well-being and thus the organizational members\u0026apos; flourishing.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eHypothesis 2:\u003c/strong\u003eRelationship-oriented leadership affects the flourishing of the organizational members positively.\u003c/p\u003e\n\u003cp\u003ePositive emotion predicts organizational conduct that goes beyond a job description to help other organization members (Rothmann, 2013). OCB has been identified as an outcome of workplace flourishing (Redelinghuys, 2016; Redelinghuys et al., 2018). So, we proposed the following hypotheses:\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eHypothesis 3:\u003c/strong\u003eWorkplace flourishing positively affects organizational citizenship behaviors.\u003c/p\u003e\n\u003cp\u003eWinkfield (2019) found that RoL indirectly influences followers\u0026apos; behaviors through mediating factors. One of these mediating factors is follower prosocialprosocial/moral identity that mediates relationships between leader behaviors and follower outcomes (in particular, organizational citizenship behaviors) (Liden et al., 2014).\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eHypothesis 4:\u003c/strong\u003eWorkplace flourishing mediates the relationship between relationship-oriented leadership and organizational citizenship behaviors.\u003c/p\u003e"},{"header":"Methods","content":"\u003cp\u003e\u003cstrong\u003eDesign\u003c/strong\u003e \u003c/p\u003e\n\u003cp\u003eCross-sectional research investigated the mediating role of workplace flourishing between relationship-oriented leadership style and organizational citizenship behavior in nurses.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eStudy Setting and Sampling\u003c/strong\u003e\u003c/p\u003e\n\u003cp\u003e590 nurses working for a university that runs a health, practice, and research hospital made up the research population. According to Sekaran and Bougie\u0026apos;s (2016) recommendations, the sample size for the study was calculated to be 233 people, with a margin of error of 5% within a 95% confidence interval. After excluding incomplete responses, a total of 448 questionnaires were deemed suitable for analysis. Regarding the demographic characteristics of the participating nurses, it was found that 69.4% of them were female (n = 311), 56.3% (n = 252) were married, and 65.6% (n = 294) held a university degree. The average age of the sample was 31.53, with a mean work experience of 5.99 years.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eInstrument with Validity and Reliability\u003c/strong\u003e\u003c/p\u003e\n\u003cp\u003eRelationship-oriented Leadership Scale: The scale developed by Northouse (2001) measured managers related-oriented leadership style. The scale includes ten questions about task and relationship styles and consists of 20 statements. In this study, ten expressions of the relationship-oriented leadership style were used. Prior research reported a scale reliability of .91(Akko\u0026ccedil; et al.,2013).\u003c/p\u003e\n\u003cp\u003eFlourishing Scale: The Scale was developed by Diener et al. (2009), is a measurement tool that evaluates participants\u0026apos; perceptions of well-being and is based on the individual\u0026apos;s self-report. The scale\u0026apos;s internal consistency reliability coefficients for Cronbach\u0026apos;s alpha were estimated as.87.\u003c/p\u003e\n\u003cp\u003eOrganizational Citizenship Behavior (OCB) Scale: The scale utilized in this study was developed based on two separate studies conducted by Williams and Shiaw (1999) and Vey and Campbell (2004). The questionnaire, derived from these studies, was specifically designed to assess the five primary dimensions of organizational citizenship behavior as proposed by Organ (1988). These dimensions include altruism, conscientiousness, courtesy, sportsmanship, and civic virtue (Organ, 1988). The scale employed in this research comprises 19 items in total, encompassing the following dimensions: \u0026quot;Altruism\u0026quot; (five items), conscientiousness (three items), courtesy (three items), sportsmanship (four items), and \u0026quot;Civic virtue\u0026quot; (four items). The civic virtue dimension was not included in the study. Because civic virtue items are considered more extra-role questions than other items of OCB, which are hard to comply with within the covid-19 pandemic situations. The total reliability of the OCB Scale was found as 0.87 in the source author study (Cronbach alpha).\u003c/p\u003e\n\u003cp\u003eThe responses for the research model scales were collected using a 5-point Likert scale, where participants were asked to indicate their level of agreement on a continuum from 1 (strongly disagree) to 5 (strongly agree).\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eData collection Data Analysis\u003c/strong\u003e\u003c/p\u003e\n\u003cp\u003eThe cross-sectional data for this study were collected through a self-report survey questionnaire administered in Eskisehir City, Turkey, between March and August 2020. The participants included registered nurses working in a university hospital. A convenience sampling method was utilized, and 550 nurses were approached to complete the survey questionnaires. Out of these, 448 valid surveys were used for data analysis, yielding an 81.5 percent response rate. The informed oral agreement was obtained from each participant before completing the questionnaire, and the nurses participated voluntarily. \u003c/p\u003e\n\u003cp\u003eThe data were examined using the Statistical Package for the Social Sciences (SPSS), version 22, and a significance level of a 95 percent confidence interval. The initial phase was evaluating how well the measurement model fit with the data that had been gathered. The maximum likelihood estimation method used confirmatory factor analysis to assess the research model\u0026apos;s structural validity. The scales\u0026apos; reliability assessments were conducted, and Cronbach\u0026apos;s alpha reliability coefficient was applied. Sociodemographic traits are presented using descriptive analyses. The relationships between the study variables -workplace flourishing, relationship-focused leadership, and organizational citizenship behavior- were examined using Pearson correlation analysis. The AMOS program and the PROCESS SPSS macro were used to evaluate the mediation model after the preliminary analyses. Structural equation modeling and bootstrap were used to test the mediation model (model 4).\u003c/p\u003e"},{"header":"Results","content":"\u003cp\u003eIn order to check the construct validity of the variables, the measurement model was first evaluated. Organizational citizenship behavior (nineteen statements), relationship-oriented leadership (ten statements), and workplace flourishing were the three variables included in the assessment model (eight statements). Confirmatory factor analysis (CFA) was carried out, and it was discovered that the observed factor loadings, which ranged from .66 to .87 were statistically significant. The goodness-of-fit indices of the CFA indicated that the measurement model fit the data at an acceptable level (\u0026chi;\u0026sup2; / df = 2.94; p \u0026lt; .001; CFI = .94; TLI = .93; RMSEA = .066; SRMR = .032).\u003c/p\u003e\n\u003cp\u003eTable 1 presents the reliability, mean, standard deviation, and correlation analysis results of the data obtained from nurses regarding the variables of relationship-oriented leadership, organizational citizenship behavior, and workplace flourishing. The research model revealed significant relationships between the dependent, independent, and mediator variables (Table 1). According to the correlation analysis, positive relationships were found between the independent variable (relationship-oriented leadership) and the dependent variable (organizational citizenship behavior), as well as the mediator variable (workplace flourishing).\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eTable 1:\u0026nbsp;\u003c/strong\u003eReliability, Mean, Standard Deviation, and Correlation values\u003c/p\u003e\n\u003cdiv align=\"\"\u003e\n \u003ctable border=\"0\" cellspacing=\"0\" cellpadding=\"0\" width=\"100%\"\u003e\n \u003ctbody\u003e\n \u003ctr\u003e\n \u003ctd valign=\"top\" style=\"width: 28.0082%;\"\u003e\n \u003cp\u003e\u003cstrong\u003e\u0026nbsp;\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 4.9122%;\"\u003e\n \u003cp\u003eM.\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 7.0667%;\"\u003e\n \u003cp\u003e\u0026nbsp; \u0026nbsp; \u0026nbsp; \u0026nbsp;SD.\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 8.2732%;\"\u003e\n \u003cp\u003e\u0026nbsp; \u0026nbsp; \u0026nbsp; 1\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 8.2732%;\"\u003e\n \u003cp\u003e\u0026nbsp; \u0026nbsp; \u0026nbsp; 2\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 7.7561%;\"\u003e\n \u003cp\u003e3\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 7.239%;\"\u003e\n \u003cp\u003e\u0026nbsp; \u0026nbsp; \u0026nbsp; 4\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 10.6862%;\"\u003e\n \u003cp\u003e5\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 11.2895%;\"\u003e\n \u003cp\u003e\u0026nbsp; \u0026nbsp; \u0026nbsp; \u0026nbsp;6\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd style=\"width: 28.0082%;\"\u003e\n \u003cp\u003e1.Relationship-Oriented Leadership\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 4.9122%;\"\u003e\n \u003cp\u003e3,61\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 7.0667%;\"\u003e\n \u003cp\u003e,79\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 8.2732%;\"\u003e\n \u003cp\u003e(95)\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 8.2732%;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd colspan=\"2\" valign=\"top\" style=\"width: 14.9952%;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 10.6862%;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 11.2895%;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd style=\"width: 28.0082%;\"\u003e\n \u003cp\u003e2. Altruism\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 4.9122%;\"\u003e\n \u003cp\u003e3.63\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 7.0667%;\"\u003e\n \u003cp\u003e,82\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 8.2732%;\"\u003e\n \u003cp\u003e,80**\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 8.2732%;\"\u003e\n \u003cp\u003e(,89)\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd colspan=\"2\" valign=\"top\" style=\"width: 14.9952%;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd colspan=\"2\" style=\"width: 21.9757%;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd style=\"width: 28.0082%;\"\u003e\n \u003cp\u003e3. Conscientiousness\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 4.9122%;\"\u003e\n \u003cp\u003e3,70\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 7.0667%;\"\u003e\n \u003cp\u003e,94\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 8.2732%;\"\u003e\n \u003cp\u003e,80**\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 8.2732%;\"\u003e\n \u003cp\u003e,73**\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 7.7561%;\"\u003e\n \u003cp\u003e(,89)\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 7.239%;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 10.6862%;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 11.2895%;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd style=\"width: 28.0082%;\"\u003e\n \u003cp\u003e4. Courtesy\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 4.9122%;\"\u003e\n \u003cp\u003e3,74\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 7.0667%;\"\u003e\n \u003cp\u003e,86\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 8.2732%;\"\u003e\n \u003cp\u003e,81**\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 8.2732%;\"\u003e\n \u003cp\u003e,79**\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 7.7561%;\"\u003e\n \u003cp\u003e,83**\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 7.239%;\"\u003e\n \u003cp\u003e(,87)\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 10.6862%;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 11.2895%;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd style=\"width: 28.0082%;\"\u003e\n \u003cp\u003e5. Sportsmanship\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 4.9122%;\"\u003e\n \u003cp\u003e3,69\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 7.0667%;\"\u003e\n \u003cp\u003e,83\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 8.2732%;\"\u003e\n \u003cp\u003e,76**\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 8.2732%;\"\u003e\n \u003cp\u003e,79**\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 7.7561%;\"\u003e\n \u003cp\u003e,81**\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 7.239%;\"\u003e\n \u003cp\u003e,78**\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 10.6862%;\"\u003e\n \u003cp\u003e(,88)\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 11.2895%;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd style=\"width: 28.0082%;\"\u003e\n \u003cp\u003e6. Workplace Flourishing\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 4.9122%;\"\u003e\n \u003cp\u003e3,73\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 7.0667%;\"\u003e\n \u003cp\u003e,88\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 8.2732%;\"\u003e\n \u003cp\u003e,78**\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 8.2732%;\"\u003e\n \u003cp\u003e,74**\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 7.7561%;\"\u003e\n \u003cp\u003e,79**\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 7.239%;\"\u003e\n \u003cp\u003e,80**\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 10.6862%;\"\u003e\n \u003cp\u003e,87**\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 11.2895%;\"\u003e\n \u003cp\u003e(95)\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003c/tbody\u003e\n \u003c/table\u003e\n\u003c/div\u003e\n\u003cp\u003eNote: \u0026nbsp;**p\u0026lt;.01, Alpha reliability coefficients are shown in parentheses.\u003c/p\u003e\n\u003cp\u003eIn the third stage, a mediation test was performed by creating a path diagram to test the hypotheses of the research model. Path analysis is a crucial method to see the intermediary variable\u0026apos;s role in the dependent variable\u0026apos;s effect on the independent variable. In this context, for model 1, a structural equation model was created to test whether the effect of the exogenous (independent) variable, which is the first condition, on the endogenous (dependent) variable, is significant. The direct, indirect, and total effect findings (Table 2), relationship-oriented leadership has a significant positive effect on altruism (\u0026beta; = 0.90, p \u0026lt;.001), conscientiousness (\u0026beta; = 0.89, p \u0026lt;.001), courtesy (\u0026beta; = 0.91, p \u0026lt;.001) and sportsmanship (\u0026beta; = 0.84, p \u0026lt;.001). The first condition is that the dependent variable must significantly affect the dependent variable. According to these findings, Hypothesis 1 is supported.\u0026nbsp;\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eTable 2\u003c/strong\u003e: Path Analysis Results for the Proposed Model\u003c/p\u003e\n\u003cdiv align=\"\"\u003e\n \u003ctable border=\"0\" cellspacing=\"0\" cellpadding=\"0\" width=\"100%\"\u003e\n \u003ctbody\u003e\n \u003ctr\u003e\n \u003ctd valign=\"top\" style=\"width: 34px;\"\u003e\n \u003cp\u003eOutcome \u0026nbsp; \u0026nbsp; \u0026nbsp; \u0026nbsp; \u0026nbsp; \u0026nbsp; \u0026nbsp; \u0026nbsp; \u0026nbsp; \u0026nbsp; \u0026nbsp; \u0026nbsp; \u0026nbsp; \u0026nbsp; \u0026nbsp; \u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 31.291%;\"\u003e\n \u003cp\u003ePredictors\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 11.1754%;\"\u003e\n \u003cp\u003eIndirect\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 11.0034%;\"\u003e\n \u003cp\u003eDirect\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 12.5508%;\"\u003e\n \u003cp\u003eTotal\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd style=\"width: 28.1963%;\"\u003e\n \u003cp\u003eAltruism\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 37px;\"\u003e\n \u003cp\u003eRelationship Oriented Leadership\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 11.1754%;\"\u003e\n \u003cp\u003e0.25\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 11.0034%;\"\u003e\n \u003cp\u003e0,65***\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 12.5508%;\"\u003e\n \u003cp\u003e0.90***\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd style=\"width: 28.1963%;\"\u003e\n \u003cp\u003eConscientiousness\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 37px;\"\u003e\n \u003cp\u003eRelationship Oriented Leadership\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 11.1754%;\"\u003e\n \u003cp\u003e0.38\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 11.0034%;\"\u003e\n \u003cp\u003e0.51***\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 12.5508%;\"\u003e\n \u003cp\u003e0.89***\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd style=\"width: 28.1963%;\"\u003e\n \u003cp\u003eCourtesy\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 37px;\"\u003e\n \u003cp\u003eRelationship Oriented Leadership\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 11.1754%;\"\u003e\n \u003cp\u003e0.38\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 11.0034%;\"\u003e\n \u003cp\u003e0.53***\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 12.5508%;\"\u003e\n \u003cp\u003e0.91***\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd style=\"width: 28.1963%;\"\u003e\n \u003cp\u003eSportsmanship\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 37px;\"\u003e\n \u003cp\u003eRelationship Oriented Leadership\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 11.1754%;\"\u003e\n \u003cp\u003e0.68\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 11.0034%;\"\u003e\n \u003cp\u003e0.16**\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 12.5508%;\"\u003e\n \u003cp\u003e0.84**\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd style=\"width: 28.1963%;\"\u003e\n \u003cp\u003eWorkplace Flourishing\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 37px;\"\u003e\n \u003cp\u003eRelationship Oriented Leadership\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 11.1754%;\"\u003e\n \u003cp\u003e---\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 11.0034%;\"\u003e\n \u003cp\u003e0.83***\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 12.5508%;\"\u003e\n \u003cp\u003e0.83***\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd style=\"width: 28.1963%;\"\u003e\n \u003cp\u003eAltruism\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 37px;\"\u003e\n \u003cp\u003eWorkplace Flourishing\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 11.1754%;\"\u003e\n \u003cp\u003e---\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 11.0034%;\"\u003e\n \u003cp\u003e0.30***\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 12.5508%;\"\u003e\n \u003cp\u003e0.30***\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd style=\"width: 28.1963%;\"\u003e\n \u003cp\u003eConscientiousness\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 37px;\"\u003e\n \u003cp\u003eWorkplace Flourishing\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 11.1754%;\"\u003e\n \u003cp\u003e---\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 11.0034%;\"\u003e\n \u003cp\u003e0.46***\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 12.5508%;\"\u003e\n \u003cp\u003e0.46***\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd style=\"width: 28.1963%;\"\u003e\n \u003cp\u003eCourtesy\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 37px;\"\u003e\n \u003cp\u003eWorkplace Flourishing\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 11.1754%;\"\u003e\n \u003cp\u003e---\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 11.0034%;\"\u003e\n \u003cp\u003e0.46***\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 12.5508%;\"\u003e\n \u003cp\u003e0.46***\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd style=\"width: 28.1963%;\"\u003e\n \u003cp\u003eSportsmanship\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 37px;\"\u003e\n \u003cp\u003eWorkplace Flourishing\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 11.1754%;\"\u003e\n \u003cp\u003e---\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 11.0034%;\"\u003e\n \u003cp\u003e0.82***\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 12.5508%;\"\u003e\n \u003cp\u003e0.82***\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003c/tbody\u003e\n \u003c/table\u003e\n\u003c/div\u003e\n\u003cp\u003eNote: \u0026nbsp;**\u003cem\u003ep\u003c/em\u003e\u0026lt;.01, ***p\u0026lt;.001\u003c/p\u003e\n\u003cp\u003eIn the second stage of the mediation analysis, a path diagram was created to examine the mediating effect of workplace flourishing on the relationship between relationship-oriented leadership and organizational citizenship behavior.\u003c/p\u003e\n\u003cp\u003eThe fit indices of the structural equation model, which are used to assess the model\u0026apos;s goodness-of-fit, were as follows: \u0026chi;\u0026sup2; / df = 3.15, CFI = .93, IFI = .93, NFI = .90, GFI = .83, RMSEA = .069, and RMR = .033. These fit indices indicated an acceptable level of fit, according to Hair (2010) and Kline (2016).\u003c/p\u003e\n\u003cp\u003eThe findings revealed that relationship-oriented leadership significantly and positively affected workplace flourishing (\u0026beta; = .83, p \u0026lt; .001), satisfying the second condition of the mediation analysis. Hypothesis 2 was supported. Additionally, workplace flourishing had significant and positive effects on altruism (\u0026beta; = .30, p \u0026lt; .001), conscientiousness (\u0026beta; = .46, p \u0026lt; .001), courtesy (\u0026beta; = .46, p \u0026lt; .001), and sportsmanship (\u0026beta; = .82, p \u0026lt; .01). Hypothesis 3 was supported, fulfilling the third condition of the mediation analysis. These results determined that workplace flourishing partially mediated the relationship between relationship-oriented leadership and the positive effects on altruism, conscientiousness, courtesy, and sportsmanship. Thus, Hypothesis 4 was supported.\u003c/p\u003e\n\u003cp\u003eUsing the Hayes-proposed Bootstrap approach, the structural equation model and mediation effects were investigated in this study step (2018). For this investigation, Model 4, which has mediation relationships, was used. The total, direct, and indirect effects among the variables in the model were investigated using the Bootstrap technique with 5000 resamplings, a 95 percent symmetric confidence interval, and a 95 percent confidence interval corrected for deviation (Hayes \u0026amp; Scharkow, 2013).\u003c/p\u003e\n\u003cp\u003eTable 3 presents the results of the analysis, showing the lower limit (Altruism BootLLCI = .1376; Conscientiousness BootLLCI = .2885; Courtesy BootLLCI = .2861; Sportsmanship BootLLCI = .4995) and the upper limit (Altruism BootULCI = .3377; Conscientiousness BootULCI = .5191; Courtesy BootULCI = .4647; Sportsmanship BootULCI = .6490) of the Bootstrap results for the ROL-WF-OCB relationship at a 95% confidence interval. Since both the lower and upper limits are above zero at the 95% confidence interval, it can be concluded that the mediating role of workplace flourishing in the relationship between relationship-oriented leadership and organizational citizenship behavior is statistically significant (Hayes, 2013). This finding supports the mediation hypothesis 4.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eTable 3\u003c/strong\u003e. Total, direct, and indirect effects in the Model\u003c/p\u003e\n\u003ctable border=\"0\" cellspacing=\"0\" cellpadding=\"0\" align=\"\" width=\"100%\"\u003e\n \u003ctbody\u003e\n \u003ctr\u003e\n \u003ctd valign=\"top\" style=\"width: 13.6854%;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd colspan=\"2\" valign=\"top\" style=\"width: 15.0225%;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 29.8291%;\" colspan=\"3\"\u003e\n \u003cp\u003e\u0026nbsp;Indirect\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 24.2735%;\" colspan=\"4\"\u003e\n \u003cp\u003e\u0026nbsp;Direct\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 13.3333%;\" colspan=\"2\"\u003e\n \u003cp\u003eTotal\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd valign=\"top\" style=\"width: 13.6854%;\"\u003e\n \u003cp\u003eOutcome\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 9.5955%;\"\u003e\n \u003cp\u003ePredictors\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 5.427%;\"\u003e\n \u003cp\u003e\u0026szlig;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 8.2584%;\"\u003e\n \u003cp\u003eBootLLCI\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 9.2809%;\"\u003e\n \u003cp\u003eBootULCI\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 8.809%;\"\u003e\n \u003cp\u003e\u0026szlig;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 6.6854%;\"\u003e\n \u003cp\u003eLLCI\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 5.3246%;\"\u003e\n \u003cp\u003eULCI\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd colspan=\"2\" style=\"width: 9.2022%;\"\u003e\n \u003cp\u003e\u0026szlig;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 5.5056%;\"\u003e\n \u003cp\u003eLLCI\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 6.2921%;\"\u003e\n \u003cp\u003eULCI\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd style=\"width: 13.6854%;\"\u003e\n \u003cp\u003eAltruism\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 9.5955%;\"\u003e\n \u003cp\u003eRoL\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 5.427%;\"\u003e\n \u003cp\u003e.24\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 8.2584%;\"\u003e\n \u003cp\u003e,1376\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 9.2809%;\"\u003e\n \u003cp\u003e,3377\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 8.809%;\"\u003e\n \u003cp\u003e.58 (***)\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 6.6854%;\"\u003e\n \u003cp\u003e,4950\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 5.3246%;\"\u003e\n \u003cp\u003e,6742\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd colspan=\"2\" style=\"width: 9.2022%;\"\u003e\n \u003cp\u003e,82 (***)\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 5.5056%;\"\u003e\n \u003cp\u003e,7657\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 6.2921%;\"\u003e\n \u003cp\u003e,8828\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd style=\"width: 13.6854%;\"\u003e\n \u003cp\u003eConscientiousness\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 9.5955%;\"\u003e\n \u003cp\u003eRoL\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 5.427%;\"\u003e\n \u003cp\u003e.40\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 8.2584%;\"\u003e\n \u003cp\u003e,2885\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 9.2809%;\"\u003e\n \u003cp\u003e,5191\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 8.809%;\"\u003e\n \u003cp\u003e.55 (***)\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 6.6854%;\"\u003e\n \u003cp\u003e,4553\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 5.3246%;\"\u003e\n \u003cp\u003e,6456\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd colspan=\"2\" style=\"width: 9.2022%;\"\u003e\n \u003cp\u003e.95 (***)\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 5.5056%;\"\u003e\n \u003cp\u003e,8851\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 6.2921%;\"\u003e\n \u003cp\u003e,1,0176\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd style=\"width: 13.6854%;\"\u003e\n \u003cp\u003eCourtesy\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 9.5955%;\"\u003e\n \u003cp\u003eRoL\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 5.427%;\"\u003e\n \u003cp\u003e.37\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 8.2584%;\"\u003e\n \u003cp\u003e,2861\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 9.2809%;\"\u003e\n \u003cp\u003e,4647\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 8.809%;\"\u003e\n \u003cp\u003e.51 (***)\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 6.6854%;\"\u003e\n \u003cp\u003e,4277\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 5.3246%;\"\u003e\n \u003cp\u003e,5971\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd colspan=\"2\" style=\"width: 9.2022%;\"\u003e\n \u003cp\u003e,88 (***)\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 5.5056%;\"\u003e\n \u003cp\u003e,8253\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 6.2921%;\"\u003e\n \u003cp\u003e,9442\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd style=\"width: 13.6854%;\"\u003e\n \u003cp\u003eSportsmanship\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 9.5955%;\"\u003e\n \u003cp\u003eRoL\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 5.427%;\"\u003e\n \u003cp\u003e.58\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 8.2584%;\"\u003e\n \u003cp\u003e,4995\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 9.2809%;\"\u003e\n \u003cp\u003e,6490\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 8.809%;\"\u003e\n \u003cp\u003e.22 (***)\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 6.6854%;\"\u003e\n \u003cp\u003e,1470\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 5.3246%;\"\u003e\n \u003cp\u003e,2982\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd colspan=\"2\" style=\"width: 9.2022%;\"\u003e\n \u003cp\u003e.80 (***)\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 5.5056%;\"\u003e\n \u003cp\u003e,7371\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 6.2921%;\"\u003e\n \u003cp\u003e,8643\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003c/tbody\u003e\n\u003c/table\u003e\n\u003cp\u003eRoL= Relationship-oriented leadership; Bootstrap sampling size= 5000; ***p\u0026lt;.001; BootLLCI and BootULCI respectively represent the lower and upper limits of the 95% bootstrap confidence interval.\u003c/p\u003e"},{"header":"Discussion","content":"\u003cp\u003ePsychological well-being is related to positive emotions and engagement at work (Seligman, \u003cspan citationid=\"CR66\" class=\"CitationRef\"\u003e2011\u003c/span\u003e). Positive emotions are also related to workplace flourishing and management (Redelinghuys et al., \u003cspan citationid=\"CR59\" class=\"CitationRef\"\u003e2018\u003c/span\u003e). From that consequential logic perspective, management and flourishing affect organizational engagement and citizenship. In order to better understand good employee behaviors including organizational citizenship, management, and workplace flourishing, additional research is required.\u003c/p\u003e \u003cp\u003eAccording to our results, RoL is effective on OCB, and workplace flourishing partly mediates this relationship. According to correlation results (Table\u0026nbsp;\u003cspan refid=\"Tab1\" class=\"InternalRef\"\u003e1\u003c/span\u003e), RoL is most effective first on the Courtesy dimension (.81) and then altruism (.80) and Conscientiousness (.80) dimensions of OCB. Path analysis results also show that the direct effects of RoL are significant on OCB (Table\u0026nbsp;\u003cspan refid=\"Tab2\" class=\"InternalRef\"\u003e2\u003c/span\u003e). So, according to these analyses, Hypothesis \u003cspan refid=\"FPar1\" class=\"InternalRef\"\u003e1\u003c/span\u003e is supported (Relationship-Oriented Leadership Style affects OCB significantly and positively). These results are supported by previous studies (Jiang et al., \u003cspan citationid=\"CR38\" class=\"CitationRef\"\u003e2019\u003c/span\u003e; Jiao et al., \u003cspan citationid=\"CR39\" class=\"CitationRef\"\u003e2011\u003c/span\u003e; Najarbashi \u0026amp; Aalikhani, \u003cspan citationid=\"CR49\" class=\"CitationRef\"\u003e2014\u003c/span\u003e; Piccolo \u0026amp; Colquitt, \u003cspan citationid=\"CR53\" class=\"CitationRef\"\u003e2006\u003c/span\u003e; Suliman \u0026amp; Al Obaidli, \u003cspan citationid=\"CR67\" class=\"CitationRef\"\u003e2013\u003c/span\u003e).\u003c/p\u003e \u003cp\u003eAdditionally, Schwarz and Sendjaya (2017) found that relationships as an underlying mechanism within whole leadership behavior are effective on OCB. From that perspective, Wang et al. (\u003cspan citationid=\"CR71\" class=\"CitationRef\"\u003e2005\u003c/span\u003e) showed that the main factor in leadership on OCB is an individual exchange between followers and leaders. However, we also expand the concept of personal relationship effects to the organizational level that relational behaviors of leaders are effective on OCB and its dimensions (Hypothesis \u003cspan refid=\"FPar1\" class=\"InternalRef\"\u003e1\u003c/span\u003e is supported).\u003c/p\u003e \u003cp\u003eLeadership behaviors affect the OCB dimensions and are essential for developing OCB norms and practices (Ehrhart \u0026amp; Naumann, \u003cspan citationid=\"CR16\" class=\"CitationRef\"\u003e2004\u003c/span\u003e). Leaders may assert that organizational members should perform norms (Ehrhart \u0026amp; Naumann, \u003cspan citationid=\"CR16\" class=\"CitationRef\"\u003e2004\u003c/span\u003e). These norms can define OCB, and the employees of the undertakings fulfill them (Borman \u0026amp; Motowidlo, \u003cspan citationid=\"CR6\" class=\"CitationRef\"\u003e1997\u003c/span\u003e; Redelinghuys et al., \u003cspan citationid=\"CR59\" class=\"CitationRef\"\u003e2018\u003c/span\u003e). So, relational style leadership is effective on OCB and the flourishing of members as they both have the exact contextual causes of leadership behaviors. Both correlation and structural equation model analysis (Tables\u0026nbsp;\u003cspan refid=\"Tab1\" class=\"InternalRef\"\u003e1\u003c/span\u003e and \u003cspan refid=\"Tab2\" class=\"InternalRef\"\u003e2\u003c/span\u003e) are coherent with these discussions that Hypothesis \u003cspan refid=\"FPar2\" class=\"InternalRef\"\u003e2\u003c/span\u003e is supported (the direct effect is .83).\u003c/p\u003e \u003cp\u003eWorkplace flourishing is a multidimensional concept consisting of emotional well-being and perceptions about the job (Rautenbach \u0026amp; Rothmann, \u003cspan citationid=\"CR56\" class=\"CitationRef\"\u003e2017\u003c/span\u003e; Rojas \u0026amp; Veenhoven, \u003cspan citationid=\"CR62\" class=\"CitationRef\"\u003e2013\u003c/span\u003e). So, we hypothesized that flourishing should also affect job engagement (Erum et al., \u003cspan citationid=\"CR18\" class=\"CitationRef\"\u003e2020\u003c/span\u003e), namely, citizenship behavior. Our analysis shows that flourishing at work positively affects OCB. Flourishing most affects courtesy dimensions (.91) and least affects sportsmanship (.84) positively (Table\u0026nbsp;\u003cspan refid=\"Tab2\" class=\"InternalRef\"\u003e2\u003c/span\u003e). These results are supported by other studies (Ariza-Montes et al., \u003cspan citationid=\"CR3\" class=\"CitationRef\"\u003e2018\u003c/span\u003e; Redelinghuys et al., \u003cspan citationid=\"CR59\" class=\"CitationRef\"\u003e2018\u003c/span\u003e; Rossouw \u0026amp; Rothmann, \u003cspan citationid=\"CR63\" class=\"CitationRef\"\u003e2020\u003c/span\u003e). We accepted that workplace flourishing (WF) positively affects OCB (Hypothesis \u003cspan refid=\"FPar3\" class=\"InternalRef\"\u003e3\u003c/span\u003e). WF affects OCB but to different degrees on its dimensions. WF affects the Sportsmanship dimensions most (.82) and the altruism dimension least (.30) (Table\u0026nbsp;\u003cspan refid=\"Tab2\" class=\"InternalRef\"\u003e2\u003c/span\u003e). WF's significant effect depends on the sportsmanship elements: fairness, equity, good form, and the will to win (Abad, \u003cspan citationid=\"CR1\" class=\"CitationRef\"\u003e2010\u003c/span\u003e). As can be seen from the elements of sportsmanship that, they are primarily compatible with the flourishing perspective. However, the effect of WF is the least on the altruism dimension of OCB because of the behavioral definition as costly acts that confer economic benefits on other organizational members (Fehr \u0026amp; Fischbacher, \u003cspan citationid=\"CR21\" class=\"CitationRef\"\u003e2003\u003c/span\u003e). In that sense, the economic perspective may not fit the WF perspective.\u003c/p\u003e \u003cp\u003eOrganizational practices can promote employee flourishing at work (Dutton et al., \u003cspan citationid=\"CR15\" class=\"CitationRef\"\u003e2020\u003c/span\u003e). Organizational practices include a leader, so we showed that leaders imprint WF by relationship style. Flourishing can be interpreted as establishing a robust social standing, honing skills to attend to and efficiently respond to others' expectations, and maintaining harmony. These attributes are also closely associated with Organizational Citizenship Behavior (OCB), as Hitokoto \u0026amp; Uchida (\u003cspan citationid=\"CR32\" class=\"CitationRef\"\u003e2018\u003c/span\u003e) posited. However, Hitokoto and Uchida (\u003cspan citationid=\"CR31\" class=\"CitationRef\"\u003e2015\u003c/span\u003e) showed that the effects of flourishing depend on cultural context.\u003c/p\u003e \u003cp\u003eAdditionally, flourishing literature is generally rooted in Western concepts that frame the good for work-life (Demir \u0026amp; S\u0026uuml;mer, \u003cspan citationid=\"CR13\" class=\"CitationRef\"\u003e2018\u003c/span\u003e). In that sense, we first researched the flourishing effect in another cultural context, then Western. Second, we proposed that flourishing had been mediating effect between RoL and OCB. Our results showed that Workplace flourishing mediates the relation between RoL and OCB.\u003c/p\u003e \u003cp\u003eNevertheless, the structural equation analyses (Table\u0026nbsp;\u003cspan refid=\"Tab2\" class=\"InternalRef\"\u003e2\u003c/span\u003e) show that flourishing partially mediates the Altruism, Conscientiousness, Courtesy, and Sportsmanship dimensions of OCB. These results show that even though all dimensions are related to well-being in the workplace, sportsmanship mitigates aggressiveness on obedience and prosocialprosocial behaviors more effectively. In other words, even if the organization members must obey rules, \"sportsmanship\" ensures the appraisal of the members and carries the duty of obeying beyond the task. These results are consistent with the previous research that sportsmanship mitigates negative results of authority and prosocialprosocial behaviors (Brown et al., \u003cspan citationid=\"CR9\" class=\"CitationRef\"\u003e2019\u003c/span\u003e; Courel-Ib\u0026aacute;\u0026ntilde;ez et al., \u003cspan citationid=\"CR10\" class=\"CitationRef\"\u003e2019\u003c/span\u003e). Because from the OCB perspective, Sportsmanship encourages employees to have more tolerance, flexibility, and commitment than other OCB dimensions (Paill\u0026eacute; \u0026amp; Val\u0026eacute;au, \u003cspan citationid=\"CR52\" class=\"CitationRef\"\u003e2019\u003c/span\u003e).\u003c/p\u003e"},{"header":"Conclusion","content":"\u003cp\u003eFrom a behavioral perspective, oriented leadership supports employees flourishing at work by psychological health or well-being (Jo et al., \u003cspan citationid=\"CR40\" class=\"CitationRef\"\u003e2020\u003c/span\u003e; Tran, \u003cspan citationid=\"CR69\" class=\"CitationRef\"\u003e2020\u003c/span\u003e). In other words, leadership style is effective for organizational citizenship (Coxen et al., \u003cspan citationid=\"CR11\" class=\"CitationRef\"\u003e2016\u003c/span\u003e; Islami \u0026amp; Nahartyo, \u003cspan citationid=\"CR36\" class=\"CitationRef\"\u003e2019\u003c/span\u003e) and the well-being of members at work. Flourishing is a sense of meaning, positive emotions, and psychological well-being in one\u0026rsquo;s work-life (Bester, \u003cspan citationid=\"CR5\" class=\"CitationRef\"\u003e2019\u003c/span\u003e). However, not just meaning and feeling but also close relations are related to positive psychology in work-life (Garcia et al., \u003cspan citationid=\"CR23\" class=\"CitationRef\"\u003e2018\u003c/span\u003e). One of these positive outcomes results is citizenship in organizations (Huppert \u0026amp; So, \u003cspan citationid=\"CR34\" class=\"CitationRef\"\u003e2013\u003c/span\u003e). So, this paper studied the effects of relationship-oriented leadership on organizational citizenship by the mediating role of workplace flourishing.\u003c/p\u003e \u003cp\u003eOur results show that RoL affects WF and OCB and the WF mediating role between RoL and OCB. The originality of this research is that first, it has a different cultural context than the Western; second, the mediating role of flourishing has been studied between leadership and OCB.\u003c/p\u003e \u003cp\u003eFor organizational implications, this paper showed that even if RoL is effective on OCB, positive organizational management practices like flourishing increase that effect. At the individual level, leaders should focus on the flourishing of work and the emotional experiences of the organizational members. In other words, these relations' depth, breadth, and experience are essential in increasing OCB.\u003c/p\u003e \u003cp\u003eRecommended future research involves extending the study beyond Turkey, transitioning from a cross-sectional to a longitudinal format for further assessment of the model. Multilevel studies should also be conducted to evaluate the impact of RoL type leadership on positive organizational practices, particularly concerning the flourishing of other healthcare professions.\u003c/p\u003e"},{"header":"Declarations","content":"\u003cp\u003e\u003cstrong\u003eEthics approval and consent to participate\u003c/strong\u003e\u003c/p\u003e\n\u003cp\u003eNurses voluntarily participated in this study, which was carried out in compliance with formal approval from Eskisehir Osmangazi University\u0026apos;s Non-Interventional Clinical Research Ethics Committee (approval number: 17, approval date: 04.02.2020).\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eConsent for publication\u003c/strong\u003e\u003c/p\u003e\n\u003cp\u003eNot applicable.\u0026nbsp;Clinical trial number: not applicable.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eAvailability of data and materials\u003c/strong\u003e\u003c/p\u003e\n\u003cp\u003eData cannot be shared openly but are available on request from authors.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eCompeting interests\u003c/strong\u003e\u003c/p\u003e\n\u003cp\u003eThe authors declare that they have no competing interests.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eFunding\u003c/strong\u003e\u003c/p\u003e\n\u003cp\u003eNo financing sources were used.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eAuthors\u0026apos; contributions\u003c/strong\u003e\u003c/p\u003e\n\u003cp\u003eStudy design: İA: Data collection: A.T., Data analysis: İA: Study supervision: İ.A., A.T., K.A. and A.U.K., Manuscript writing: İ.A., K.A. and A.U.K. All authors read and approved the final manuscript.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eAcknowledgements\u003c/strong\u003e\u003c/p\u003e\n\u003cp\u003eWe thank the nurses who participated in this study.\u0026nbsp;\u003c/p\u003e"},{"header":"References","content":"\u003col\u003e\n \u003cli\u003eAbad, D. 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(2020). \u003cem\u003eLeadership in organizations\u003c/em\u003e (Ninth edition). Pearson Education, Inc.\u003c/li\u003e\n\u003c/ol\u003e"}],"fulltextSource":"","fullText":"","funders":[],"hasAdminPriorityOnWorkflow":false,"hasManuscriptDocX":true,"hasOptedInToPreprint":true,"hasPassedJournalQc":"","hasAnyPriority":false,"hideJournal":true,"highlight":"","institution":"","isAcceptedByJournal":false,"isAuthorSuppliedPdf":false,"isDeskRejected":"","isHiddenFromSearch":false,"isInQc":false,"isInWorkflow":false,"isPdf":false,"isPdfUpToDate":true,"isWithdrawnOrRetracted":false,"journal":{"display":true,"email":"[email protected]","identity":"researchsquare","isNatureJournal":false,"hasQc":true,"allowDirectSubmit":true,"externalIdentity":"","sideBox":"","snPcode":"","submissionUrl":"/submission","title":"Research Square","twitterHandle":"researchsquare","acdcEnabled":true,"dfaEnabled":false,"editorialSystem":"","reportingPortfolio":"","inReviewEnabled":false,"inReviewRevisionsEnabled":true},"keywords":"Relationship-oriented Leadership Style, Organizational Citizenship Behavior, Workplace Flourishing, Nursing","lastPublishedDoi":"10.21203/rs.3.rs-5812934/v1","lastPublishedDoiUrl":"https://doi.org/10.21203/rs.3.rs-5812934/v1","license":{"name":"CC BY 4.0","url":"https://creativecommons.org/licenses/by/4.0/"},"manuscriptAbstract":"\u003cp\u003e\u003cstrong\u003eBackground: \u003c/strong\u003eThis study investigates the impact of relationship-oriented leadership on organizational citizenship behavior among hospital nurses, focusing on the mediating role of workplace flourishing. The research aims to fill gaps in understanding the indirect effects of leadership on organizational citizenship behavior through workplace well-being in the context of healthcare professionals.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eMethods: \u003c/strong\u003eA cross-sectional design was employed, surveying 448 nurses from a university hospital using structured Likert-type scales. Data were analyzed through structural equation modeling and the bootstrap method to test the hypothesized relationships among the variables.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eResults: \u003c/strong\u003eThe findings indicate that relationship-oriented leadership significantly affects organizational citizenship behavior dimensions such as altruism, conscientiousness, courtesy, and sportsmanship. Additionally, workplace flourishing was found to mediate the relationship between leadership style and organizational citizenship behavior, with flourishing showing a strong positive influence on organizational citizenship behavior dimensions.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eConclusion: \u003c/strong\u003eThe study highlights that relationship-oriented leadership fosters workplace flourishing, which in turn enhances organizational citizenship behaviors. These results suggest that healthcare leaders can promote better workplace outcomes by fostering a flourishing environment, ultimately improving nurse engagement and citizenship behaviors.\u003c/p\u003e","manuscriptTitle":"Workplace Flourishing as a Mediator in the Relationship between Relationship-Oriented Leadership and Organizational Citizenship Behavior in the Context of Nursing Staff in Hospitals","msid":"","msnumber":"","nonDraftVersions":[{"code":1,"date":"2025-01-29 04:35:43","doi":"10.21203/rs.3.rs-5812934/v1","editorialEvents":[{"type":"communityComments","content":0}],"status":"published","journal":{"display":true,"email":"[email protected]","identity":"researchsquare","isNatureJournal":false,"hasQc":true,"allowDirectSubmit":true,"externalIdentity":"","sideBox":"","snPcode":"","submissionUrl":"/submission","title":"Research Square","twitterHandle":"researchsquare","acdcEnabled":true,"dfaEnabled":false,"editorialSystem":"","reportingPortfolio":"","inReviewEnabled":false,"inReviewRevisionsEnabled":true}}],"origin":"","ownerIdentity":"25ea8b82-0e35-4199-8d12-26daddb1b179","owner":[],"postedDate":"January 29th, 2025","published":true,"recentEditorialEvents":[],"rejectedJournal":[],"revision":"","amendment":"","status":"posted","subjectAreas":[],"tags":[],"updatedAt":"2025-03-10T10:08:39+00:00","versionOfRecord":[],"versionCreatedAt":"2025-01-29 04:35:43","video":"","vorDoi":"","vorDoiUrl":"","workflowStages":[]},"version":"v1","identity":"rs-5812934","journalConfig":"researchsquare"},"__N_SSP":true},"page":"/article/[identity]/[[...version]]","query":{"redirect":"/article/rs-5812934","identity":"rs-5812934","version":["v1"]},"buildId":"8U1c8b4HqxoKbykW_rLl7","isFallback":false,"isExperimentalCompile":false,"dynamicIds":[84888],"gssp":true,"scriptLoader":[]}