Acceso usuarios
Lillian T. Eby, Marcus M. Butts, Brian J. Hoffman, Julia B. Sauer
[Correction Notice: An Erratum for this article was reported in Vol 100(4) of Journal of Applied Psychology (see record 2015-29666-002). The correct citation for Singh, Ragins, and Tharenou (2009) should have been: Singh, R., Ragins, B. R., & Tharenou, P. (2009). Who gets a mentor? A longitudinal assessment of the rising star hypothesis. Journal of Vocational Behavior, 74, 11–17. http://dx.doi.org/10.1016/j .jvb.2008.09.009 All versions of this article have been corrected.] Although mentoring has documented relationships with employee attitudes and outcomes of interest to organizations, neither the causal direction nor boundary conditions of the relationship between mentoring and organizational citizenship behaviors (OCBs) has been fully explored. On the basis of Social Learning Theory (SLT; Bandura, 1977, 1986), we predicted that mentoring received by supervisors would causally precede OCBs, rather than employee OCBs resulting in the receipt of more mentoring from supervisors. Results from cross-lagged data collected at 2 points in time from 190 intact supervisor–employee dyads supported our predictions; however, only for OCBs directed at individuals (OCB-Is) and not for OCBs directed at the organization (OCB-Os). Further supporting our theoretical rationale for expecting mentoring to precede OCBs, we found that coworker support operates as a substitute for mentoring in predicting OCB-Is. By contrast, no moderating effects were found for perceived organizational support. The results are discussed in terms of theoretical implications for mentoring and OCB research, as well as practical suggestions for enhancing employee citizenship behaviors.
