Purpose Based on social exchange theory, the model proposes that the relationship between shared leadership and both outcome variables – organizational citizenship behavior and turnover intention – is mediated by affective commitment, while procedural justice moderates the relationship among shared leadership, organizational citizenship behavior and turnover intention through the mediator of affective commitment. Design/methodology/approach A questionnaire was distributed online and offline to collect data from 297 employees working in an Indian super-speciality hospital and data were analyzed using partial least square structural equation modelling (PLS-SEM) with the help of Smart PLS4. Findings The influence of shared leadership on affective commitment and organizational citizenship behavior is positive and significant, whereas its influence turnover intention is significant and negative in Indian health care sector. Affective commitment mediates the relationship between shared leadership and both extra role behavior and intention to leave. The findings also show that the procedural justice does not moderate the relationship between shared leadership and organizational citizenship behavior or turnover intention through affective commitment. Practical implications This research suggests that healthcare administrators, particularly in India, can reduce turnover and enhance affective commitment and extra-role behavior by implementing shared leadership practices. Emphasizing collaboration and inclusive decision-making fosters justice, commitment, and extra-role behavior among employees. Originality/value To date, no study has examined the impact of shared leadership on extra-role behavior and turnover intention in the context of Indian super-specialty hospitals, with affective commitment serving as a mediator.
Sajjad et al. (Tue,) studied this question.
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