Managerial Competencies and Organizational Citizenship Behavior among University Officials of Higher Educational Institutions: The Mediating Role Of Employee Engagement toward a Developed Organizational Performance Framework
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https://doi.org/10.65166/ajyw3122关键词:
managerial competencies, employee engagement, organizational citizenship behavior, organizational performance, higher educational institutions, mediation analysis摘要
Organizational effectiveness in higher educational institutions depends partly on the managerial competencies of university officials and the extent to which employees demonstrate engagement and organizational citizenship behavior beyond their prescribed responsibilities. This study examined managerial competencies and organizational citizenship behavior among university officials and determined the mediating role of employee engagement as a basis for developing an organizational performance framework. A descriptive-correlational research design was employed among 284 academic and administrative leaders drawn from five campuses of a higher educational institution. The required sample size was determined through an a priori power analysis using G*Power 3.1. Managerial competencies were assessed in terms of leadership, strategic action, interpersonal relations, and innovation and creativity; employee engagement was measured through vigor, dedication, and absorption; and organizational citizenship behavior was examined through altruism, civic virtue, conscientiousness, courtesy, and sportsmanship. Descriptive statistics, Spearman’s rank-order correlation, and mediation analysis through structural equation modeling were utilized. Findings revealed high levels of managerial competencies and organizational citizenship behavior, while employee engagement was generally favorable, with dedication emerging as its strongest dimension. Managerial competencies were significantly associated with employee engagement and organizational citizenship behavior. Employee engagement likewise showed significant relationships with all dimensions of organizational citizenship behavior. Mediation analysis demonstrated significant direct and indirect effects of managerial competencies on organizational citizenship behavior, indicating partial mediation through employee engagement. Based on these findings, an organizational performance framework was developed to guide managerial development, employee engagement initiatives, and organizational effectiveness in higher educational institutions.
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