LEADERSHIP AND INNOVATIVE CULTURE INFLUENCE ON ORGANISATIONAL CITIZENSHIP BEHAVIOUR AND AFFECTIVE COMMITMENT: THE MEDIATING ROLE OF INTERACTIONAL JUSTICE

The contribution of faculty members has a significant impact towards the performance of the university. However, there has been a lack of empirical evidence which examines the role of academics in eliciting positive behaviours at work. The main objective of this study is to test the causal relationships between antecedents (e.g., leadership and innovative culture), and behavioural outcomes (e.g., organisational citizenship behaviour and affective commitment). Notably, the research introduces interactional justice as potential mediator to investigate the indirect effect of leadership and innovative culture on organisational citizenship behaviour and affective commitment. Three hundred and twenty-four academics in Malaysia participated in this study. Partial least square structural equation modelling (PLS-SEM) was used to test the causal links between the constructs. Findings suggest that interactional justice mediates the relationship between leadership and work outcomes (e.g., organisational citizenship behaviour and affective commitment). This implies that leadership and interactional justice play a key role in eliciting positive workplace behaviours. However, contrary to our expectations, interactional justice does not mediate the relationship between innovative culture and behavioural outcomes. The implications of the findings are discussed and recommendations for future research are proposed.