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Brewer, J. David. "Leadership and organizational behavior." Consulting Psychology Journal: Practice and Research 66, no. 4 (2014): 316–19. http://dx.doi.org/10.1037/cpb0000021.
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Yohana, Corry. "The effect of leadership, organizational support and organizational citizenship behavior on service quality." Problems and Perspectives in Management 15, no. 2 (June 30, 2017): 197–203. http://dx.doi.org/10.21511/ppm.15(2-1).2017.03.
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The purpose of this research is to study the effect of leadership, organizational support and organizational citizenship behavior on service quality of the Chairman of the study program at the State University of Jakarta. This research used a quantitative approach with a survey method. The research population was Chairmen of the study program of Universities Jakarta. The research sample was 64 Chairmen of the study program selected randomly. Data were obtained from questionnaires and, then, analyzed using descriptive statistics, path analysis and inferential statistics. These results indicate that the Leadership has a direct positive effect on Service Quality, Organizational Support has a direct positive effect on Service Quality, Organizational Citizenship Behavior (OCB) has a direct positive effect on Service Quality, Leadership has a direct positive effect on Organizational Citizenship Behavior (OCB), Organizational Support has a direct positive effect on Organizational Citizenship Behavior (OCB) and the Leadership has a direct positive effect on Organizational Support. Thus, to improve the service quality, the Leadership, as well as the Organizational Support and OCB, should be improved.
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Khan, Muhammad Asad, Fadillah Binti Ismail, Altaf Hussain, and Basheer Alghazali. "The Interplay of Leadership Styles, Innovative Work Behavior, Organizational Culture, and Organizational Citizenship Behavior." SAGE Open 10, no. 1 (January 2020): 215824401989826. http://dx.doi.org/10.1177/2158244019898264.
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Leadership stains affect the follower’s performances regarding innovative work behavior, and a gap is found in leadership research in higher education, specifically in Pakistan. The basic purpose of this research is to point out the effect of leadership styles on innovative work behavior under the mediating and moderating roles of organizational culture and organizational citizenship behavior among the Head of the Departments (HODs) in higher education institutions (HEIs). A survey method has been carried out to collect data from 160 respondents to, further, verify how leadership styles of academic leaders affect employees’ performances in universities. The statistical study exposes a substantial positive effect of leadership styles on innovative work behaviors of employees highlighting mediating and moderating effects of organizational culture and OCB on such a relationship. This study carries various implications for prior research in both theoretical and practical fields, and its scope may also be enlarged, geographically or institutionally, to another context. This research uncovers the relationship of leadership styles and innovative work behavior in academic research, which has been ignored before in higher education of Pakistan.
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Ahmad Bodla, Ali, Ningyu Tang, Rolf Van Dick, and Usman Riaz Mir. "Authoritarian leadership, organizational citizenship behavior, and organizational deviance." Leadership & Organization Development Journal 40, no. 5 (July 8, 2019): 583–99. http://dx.doi.org/10.1108/lodj-08-2018-0313.
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Purpose The purpose of this paper is to examine the relationships between authoritarian leadership, organizational citizenship behavior toward one’s supervisor (OCBS) and organizational deviance. The authors hypothesized curvilinear relationships between authoritarian leadership and OCBS, and between authoritarian leadership and organizational deviance. Design/methodology/approach The authors analyzed two-source survey data of 240 employee–supervisor dyads collected from seven organizations in Pakistan. Findings Employees exhibited most OCBS and least organizational deviance at intermediate levels of authoritarian leadership. Employees’ perception of a benevolent climate at work moderated the curvilinear relations. Research limitations/implications The authors cannot draw causal inferences because of cross-sectional data. Furthermore, the authors’ results may be limited to cultures with high collectivism and high power distance. Practical implications This study envisions and illuminates a new avenue of curvilinear relationships among authoritarian leadership, OCBS and organizational deviance. Originality/value The two sources (employee–supervisor dyads) data collected from seven organizations supported a unique curvilinear relationship between authoritarian leadership, OCBS and organizational deviance.
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CIFTGUL, Recep, and Ayse Canan CETINKANAT. "The Impact of School Principals on Teachers’ Organizational Culture Perceptions and Organizational Citizenship Behaviors." Revista de Cercetare si Interventie Sociala 72 (March 15, 2021): 93–108. http://dx.doi.org/10.33788/rcis.72.6.
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The aim of this research is to detect whether the participatory, supportive and guiding leadership styles of primary school principals have effect upon their organizational culture and organizational citizenship behaviour. Survey method is used in the research. The research population is composed of 1219 primary school teachers under the Ministry of National Education of TRNC, while the sample is composed of 448 teachers selected from different provinces. “Scale of leadership styles” is used to maintain leadership styles and for the leader culture level in schools. Data for the level of organizational citizenship behavior evaluated by teachers is gathered through the “scale of organizational citizenship behavior”. In analyzing data, arithmetic mean and standard deviation values were used as identifying statistics, regression analysis was used as well and the research data was analyzed using the SPSS program. As a result of the analysis, it was determined that school principals used more participatory and supportive leadership styles in turn. All three leadership styles are found effective on teachers’ organizational culture perceptions as significant predictors on the other hand organizational citizenship behaviors only predict participatory and supportive leadership styles.
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Lee, Ye Hoon, Boyun Woo, and Yukyoum Kim. "Transformational leadership and organizational citizenship behavior: Mediating role of affective commitment." International Journal of Sports Science & Coaching 13, no. 3 (August 17, 2017): 373–82. http://dx.doi.org/10.1177/1747954117725286.
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The purpose of this study was to examine the relationships between transformational leadership style, affective commitment, and organizational citizenship behavior in the athletic director–coach relationship. This study particularly focused on the mediating effect of affective commitment on the relationship between transformational leadership and organizational citizenship behavior. Athletic head coaches in NCAA Division II programs ( N = 244) completed the questionnaires measuring perceptions of the transformational leadership style of their athletic directors, their affective commitment, and organizational citizenship behavior. The results revealed that perceived transformational leadership was positively associated with affective commitment, which, in turn, was positively associated with organizational citizenship behaviors. Further, the result of this study supported full mediation among the proposed variables in that affective commitment served as the underlying psychological mechanism in the relationship between transformational leadership and organizational citizenship behaviors. Implications for athletic departments in fostering head coaches’ affective commitment and organizational citizenship behavior were discussed.
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Elche, Dioni, Pablo Ruiz-Palomino, and Jorge Linuesa-Langreo. "Servant leadership and organizational citizenship behavior." International Journal of Contemporary Hospitality Management 32, no. 6 (April 4, 2020): 2035–53. http://dx.doi.org/10.1108/ijchm-05-2019-0501.
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Purpose This paper aims to process underlying the relationship between supervisor servant leadership and employee organizational citizenship behavior (OCB) in hotels. Specifically, it analyzes the mediating role of empathy – individual level – and service climate – group level – in the relationship between supervisor servant leadership and employee OCB. Design/methodology/approach The empirical analysis uses original data on hotels located in historic cities in Spain. A survey provided a sample of 343 work-group-level (supervisors) and 835 individual-level (employee) from a sample of 171 hotels. Findings The most interesting finding is the indirect effect of supervisor servant leadership on employee OCB through the mediating role of both employee empathy – individual level – and group service climate – group level. Practical implications The findings suggest that hotel supervisors should adopt servant leadership to enhance OCB in their workgroups. This paper also provides insights into other ways to increase employee OCB, namely, through human resources initiatives that enhance employee empathy and shape a service climate within groups. Originality/value This paper is one of the few that analyzes the relationships between supervisor servant leadership, employee empathy, group service climate and employee OCB in a unifying cross-level model. It is also the first to analyze employee empathy as a positive outcome of supervisor servant leadership, as well as a mechanism to explain the relationship between servant leadership and employee OCB. Finally, it is one of the few studies that analyzes all these relationships in conjunction within the hospitality industry.
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Khalili, Ashkan. "Transformational leadership and organizational citizenship behavior." Leadership & Organization Development Journal 38, no. 7 (September 4, 2017): 1004–15. http://dx.doi.org/10.1108/lodj-11-2016-0269.
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Purpose The purpose of this paper is to examine the transformational leadership (TL) – employees’ organizational citizenship behavior (OCB) and employees’ emotional intelligence (EI) – employees’ OCB associations. In addition, this study explored the moderating role of employees’ EI on the TL – employees’ OCB relationship. Design/methodology/approach The study was conducted in 50 organizations in Iran, on a sample of 2,021 employees. Findings The findings of this research showed that TL and employees’ EI positively and significantly influence employees’ OCB. Additionally, the results revealed that employees’ EI moderates the TL – employees’ OCB association. Practical implications Iranian organizations should invest in TL and EI training and in the selection of mangers with TL style and employees with good level of EI in order to enrich the OCB of employees. Originality/value The present study is one of the first to examine the TL – employees’ OCB and employees’ EI – employees’ OCB relationships, and the moderating influence of employees’ EI on the TL – employees’ OCB association in a developing country, Iran.
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Kim, Eun-Jee, and Sunyoung Park. "The role of transformational leadership in citizenship behavior." International Journal of Manpower 40, no. 7 (October 7, 2019): 1347–60. http://dx.doi.org/10.1108/ijm-12-2018-0413.
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Purpose The purpose of this paper is to examine the relationships among transformational leadership, organizational learning, interpersonal trust and organizational citizenship behavior (OCB). Design/methodology/approach The authors collected data from the manufacturing sector in South Korea. A total of 208 responses were analyzed by employing the structural equation modeling method. Findings The findings showed that transformational leadership directly affected organizational learning, interpersonal trust and OCB; interpersonal trust positively and significantly influenced organizational learning and OCB; organizational learning had direct and significant effects on OCB; and organizational learning mediated the relationship between transformational leadership and OCB. Research limitations/implications This study highlights the value of empirically establishing how employee citizenship behaviors are affected by transformational leadership as an integrative construct bringing together organizational learning and trust. Originality/value The study intends to encourage future research by assessing whether organizational learning and interpersonal trust mediates the link between leaders’ behavior and employees’ behavior.
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M. Taylor, Colette, Casey J. Cornelius, and Kate Colvin. "Visionary leadership and its relationship to organizational effectiveness." Leadership & Organization Development Journal 35, no. 6 (July 29, 2014): 566–83. http://dx.doi.org/10.1108/lodj-10-2012-0130.
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Purpose – The purpose of this paper is to investigate the relationship between visionary leadership and the perception of organizational effectiveness in nonprofit organizations. Leaders with high levels of transformational leadership were predicted to be reported as having more effective organizations. Design/methodology/approach – Data from 135 executive organizational leaders and 221 of their subordinates were collected from 52 various nonprofit organizations across USA. Leaders completed measures of leadership behavior and perceived organizational effectiveness, while followers provided ratings of their perspective leaders’ leadership style, organizational effectiveness, and organizational change magnitude. Findings – Significant relationships were found between visionary leadership and perceived organizational effectiveness. Regression analysis also showed some significant correlations between high leadership behaviors and perceived organizational effectiveness. Visionary leaders with high leadership skills facilitated the greatest perceived organizational effectiveness in their respective organizations. Practical implications – Leaders wishing to improve their organization's effectiveness may wish to adopt a visionary leadership style. Visionary leaders develop practices through executive training and development that would hone their skills to significantly impact organizational effectiveness. Originality/value – This paper contributes to the existing literature focussed on the relationship between leadership styles and organizational effectiveness. Different aspects of these variables were tested in order to provide a wider and more comprehensive understanding of the factors affecting nonprofit organizations and their employees.
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Ahmed, Fauzia, Saubia Ramzan, and Nagina Gul. "Impact of Transformational Leadership on Employee Performance and Organizational Citizen Behavior." Global Management Sciences Review V, no. III (September 30, 2020): 109–19. http://dx.doi.org/10.31703/gmsr.2020(v-iii).12.
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It has been agreed upon by the researchers that leadership style in an organization causes the quality of employee performance. Moreover, organizational citizenship behavior is also determined by the style of leadership in an organization. The question is what type of leadership style is determining these behaviors. In this study, the impact of transformational leadership on employee's task performance and citizenship behavior is studied. Transformational leadership was found to have a significant positive impact on employees OCB and performance further; it was also found out that OCB moderates the relationship of transformational leadership with employee's performance. It is concluded that there may be some incongruent behaviors or perceptions among the leader and his subordinates.
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Akram, Muhammad, Liaqat Ali ., and Muhammad Muazzam Mughal . "How Leadership Behaviors Affect Organizational Performance in Pakistan." Journal of Economics and Behavioral Studies 4, no. 6 (June 15, 2012): 354–63. http://dx.doi.org/10.22610/jebs.v4i6.335.
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The purposes of this study are to analyze which leadership behavior is most closely related with organizational performances based on both leader’s and employee’s perceived; and to what extent leadership behaviors have impact on organizational performances in public and private organizations. Two questionnaires were developed to capture leaders’ behaviors and employees’ responses. Sample comprises of five hundred managers and five hundred employees of different private and public sector organizations of Pakistan. Correlation analysis and regression analysis are used to analyze relationship and effects of leadership behaviors with and on organizational performances. Results indicate that: firstly, all leadership behaviors are positively interrelated with leader is perceived and employee has perceived organizational performances. Secondly, only monitoring leadership behavior has significant positive impact on leader’s and employee’s perceived organizational performance based on individual analysis; whereas, innovative role modeling, support for innovation, recognition and monitoring leadership behaviors have significant positive impact on leader’s perceived and employee’s perceived organizational performances based on pooled analysis.
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HM, Muhdar, and St Rahma. "The Influence of Spiritual Intelligence,Leadership, and Organizational Culture on Organizational Citizenship Behavior: A Study To Islamic Bank in Makassar City." Al-Ulum 15, no. 1 (December 21, 2017): 135. http://dx.doi.org/10.30603/au.v15i1.219.
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The aims of this study are to find out and to analys: (1) the influence of spiritual intelligence on organizational citizenship behavior; (2) the influence of leadership on organizational citizenship behavior; (3) the influence of organizationan culture on organizational citizenship behaviorThe population included all employees of Islamic Bank in Makassar City. There were 178 samples determined by using Slovin formula. The samples were selected in two stages: proportional and purposive sampling. The data were analyzed by using path analysis with the AMOS 21 program. The results show that: spiritual intelligence has a positive and significant influence on organizational citizenship behavior; leadership has a positive and significant influence on organizational citizenship behavior; organizational culture has a positive and significant influence on organizational citizenship behavior.
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Aldrin, Neil, and Kuncono Teguh Yunanto. "Job Satisfaction as a Mediator for the Influence of Transformational Leadership and Organizational Culture on Organizational Citizenship Behavior." Open Psychology Journal 12, no. 1 (May 31, 2019): 126–34. http://dx.doi.org/10.2174/1874350101912010126.
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Background: This study aims to explore the effect of transformational leadership and organizational culture on organizational citizenship behavior and see whether job satisfaction functions as a good mediator Methods: By using a quantitative approach, the data collection tool uses a psychological scale, the research respondents (N = 232) are employees and leaders of one company. Results: The results of the study show that job satisfaction functions as a mediator of the influence of transformational leadership and organizational culture on organizational citizenship behavior. Conclusion: By applying transformational leadership style accompanied by building a good organizational culture the organization has strong capital to foster employee organizational citizenship behaviour. This study also provides empirical evidence of the influence of these two variables on organizational citizenship behaviour through job satisfaction.
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Srimulyani, Veronika Agustini. "Analysis of Integrative Leadership and Employee Engagement Influence towards Behavior Organizational Citizenship." Journal of Advanced Research in Dynamical and Control Systems 12, no. 01-Special Issue (February 13, 2020): 876–81. http://dx.doi.org/10.5373/jardcs/v12sp1/20201140.
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Sari, Prima Kartika, and Euis Soliha. "Komitmen Organisasional dan Organizational Citizenship Behavior (OCB) sebagai Pemediasi pada Pengaruh Gaya Kepemimpinan Transformasional Terhadap Kinerja Pegawai (Studi pada Dinas Pertanian dan Kehutanan Kabupaten Rembang)." Jurnal Manajemen dan Bisnis Indonesia 3, no. 3 (June 1, 2016): 398–426. http://dx.doi.org/10.31843/jmbi.v3i3.94.
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This study aimed to analyze the effect of transformational leadership style to the organizational commitment, transformational leadership style to organizational citizenship behavior, organizational commitment on organizational citizenship behavior, organizational commitment to employee performance, transformational leadership style on employee performance and organizational citizenship behavior on employee performance. The sample used in this research is census method, the number of respondents was 103 employees at Dinas Pertanian dan Kehutanan Kabupaten Rembang. Data testing techniques used include test the validity of factor analysis, reliability test with Cronbach alpha formula, multiple regression analysis to validate the research hypothesis and test the mediation. From the test results show the transformational leadership style positive and significant effect on organizational commitment. Transformational leadership positive and significant effect on organizational citizenship behavior. Organizational commitment has no effect on organizational citizenship behavior. Organizational commitment positive and significant effect on employee performance. Transformational leadership style has no effect on employee performance. Organizational citizenship behavior positive and significant impact on employee performance. Organizational commitment and organizational citizenship behavior perfect mediate the effect of transformational leadership style on employee performance.
Keywords: Transformational Leadership Style, Organizational Commitment, Organizational Citizenship Behavior, Employee Performance.
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Marashdah, Osama, and Rokaya Albdareen. "Impact of leadership behavior on psychological capital: the mediating role of organizational support." Problems and Perspectives in Management 18, no. 2 (April 24, 2020): 46–56. http://dx.doi.org/10.21511/ppm.18(2).2020.05.
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Even though psychological capital has been identified as an important issue in the workplace, little research has focused on it through organizational support. Drawing on leadership theory and conservation of resources theory, this article examines the mediating role of organizational support in the relationship between leadership behavior and psychological capital in insurance companies in Jordan. The questionnaires were distributed randomly. Out of 350 questionnaires, 335 questionnaires were effective for analysis, after analyzing the data using the statistical program SmartPLS version 3.2.6. Based on the theories, a significant impact of organizational support on the relationship between leadership behavior and psychological capital of employees was found. Thus, the study recommended maintaining the interest of senior management in the insurance companies operating in Jordan to identify and educate the managers of these companies in choosing the appropriate leadership behavior in accordance with the company’s data and the circumstances surrounding it at the right time and place.
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Stewart, Greg L., Stephen H. Courtright, and Charles C. Manz. "Self-Leadership: A Paradoxical Core of Organizational Behavior." Annual Review of Organizational Psychology and Organizational Behavior 6, no. 1 (January 21, 2019): 47–67. http://dx.doi.org/10.1146/annurev-orgpsych-012218-015130.
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This review focuses on the paradoxical concept of self-leadership—defined as a comprehensive self-influence process capturing how individuals motivate themselves to complete work that is naturally motivating or work that must be done but is not naturally motivating—as a fundamental process that challenges many traditional assumptions in organizational psychology and organizational behavior. We first present a historical review that traces the roots of self-leadership to early psychological theory and research. We next briefly summarize research related to self-leadership at both the individual and team levels of analysis. We then discuss four paradoxes associated with self-leadership: the paradox of self-leadership depletion and strengthening, the paradox of self-leadership through collaboration, the paradox of me-but-not-you self-leadership, and the paradox of needing self-leadership to improve self-leadership. We conclude with guidelines for future research and practice.
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Graham, Jill W. "Leadership, Moral Development, and Citizenship Behavior." Business Ethics Quarterly 5, no. 1 (January 1995): 43–54. http://dx.doi.org/10.2307/3857271.
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Abstract:This paper suggests that different styles of leadership arouse different sorts of normative motivation among followers, and these diverse motivational sources in turn are associated with different forms of participant contribution to organizational success. Three interrelated clusters of leadership styles, normative motivation of followers, and organizational citizenship behavior are described. Leadership that appeals exclusively to followers’ self-interests is associated with preconventional moral development and dependable task performance. Leadership styles focusing on interpersonal relationships and social networks are associated with followers’ conventional moral development and work group collaboration. Transforming leadership that both models and nurtures servant leadership abilities is associated with post-conventional moral development and responsible participation in organizational governance.
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Alzahrani, Mohammed S. "The Impact of Empowering Leadership Behaviors on Organizational Citizenship Behavior." Research in Economics and Management 5, no. 1 (February 26, 2020): p24. http://dx.doi.org/10.22158/rem.v5n1p24.
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The current study examines the impact of empowering leadership behaviors (namely, enhancing the meaningfulness of work, fostering participation in decision making, expressing confidence and providing autonomy) on organizational citizenship. The data was collected through a questionnaire from a sample consisting of 200 employees in governmental institutions in Albaha region. Pearson correlations indicated that OCB had statistically significant positive relation with all factors of leadership empowerment behavior, ranged between 0.432 and 0.655. The study provided practical implications and suggested some directions for future research.
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Luu, Tuan Trong. "Building employees’ organizational citizenship behavior for the environment." International Journal of Contemporary Hospitality Management 31, no. 1 (January 14, 2019): 406–26. http://dx.doi.org/10.1108/ijchm-07-2017-0425.
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PurposeMechanisms behind employees’ pro-environmental behaviors have increasingly been attracting scholarly attention. The purpose of this study is to examine how environmentally specific servant leadership contributes to employees’ organizational citizenship behavior for the environment (employee OCBE).Design/methodology/approachIn this research, employees from resort hotels in Central Vietnam were selected as participants. The data analysis was conducted through structural equation modeling and bootstrapping test.FindingsEnvironmentally specific servant leadership exhibited the positive association with employee OCBE through employee environmental engagement as a mediator. Two moderation mechanisms – organizational support for green behaviors and person-group fit – were also found to serve as enhancers for the effect of environmentally specific servant leadership on employee OCBE.Practical implicationsThe research results provide hospitality organizations with a premise for the focus of servant leadership and organizational support around pro-environmental values. It is also vital for practitioners to build the fit between employees and the organization’s pro-environmental values so as to further promote their positive reaction to environmentally specific servant leadership and engagement in pro-environmental behaviors.Originality/valueThe present study marks the confluence between environmentally specific servant leadership and employee OCBE research streams and provides a moderated mediation mechanism to shed light on such a relationship.
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Mojic, Dusan. "The role of leadership in organizational behavior." Zbornik Matice srpske za drustvene nauke, no. 114-115 (2003): 125–44. http://dx.doi.org/10.2298/zmsdn0315125m.
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This paper deals with defining leadership as one of the basic determinants of behavior in organizations. It points to the increasing importance of the discipline of organizational behavior (OB), which is devoted, as an interdisciplinary field of study, to better understanding and managing human side of the work. Three basic levels of analysis in OB are individual, group and organizational level. Leadership represents the key variable of organizational behavior, which is predominantly determined by personal individuals' traits and characteristics of the environment. Definition of the leadership from the project GLOBE was accepted, claiming that it is "the ability of an individual to influence, motivate and enable others to contribute toward the effectiveness and success of the organizations of which they are members". In second part of the paper, very influential theoretical differentiation between managers and leaders (and, of course between management and leadership) has been analyzed. According to this standing point, it is emphasized how good manager brings certain degree of predictability and order in organization, while successful leader initiates change, often to dramatic proportions. Nevertheless, overemphasizing the differences between them is often inappropriate, because concepts of leader and manager in above-mentioned sense represent more "ideal types" that almost never exist in reality in its "pure" forms. Last part of the text discusses the role of leadership in organizational transformation (OT). Very frequently assertion that key moment of OT is changing the culture of organization is cited and the role of leadership in three main phases of transformation is analyzed: "unfreezing", moving and "refreezing".
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Al-Hussami, Mahmoud, Sawsan Hammad, and Firas Alsoleihat. "The influence of leadership behavior, organizational commitment, organizational support, subjective career success on organizational readiness for change in healthcare organizations." Leadership in Health Services 31, no. 4 (October 1, 2018): 354–70. http://dx.doi.org/10.1108/lhs-06-2017-0031.
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Purpose The purpose of this study is to investigate the influence of leadership behavior, organizational commitment, organizational support and subjective career success on organizational readiness for change in the healthcare organizations. The authors want to determine if nurses who had higher levels of organizational commitment, organizational support and subjective career success relationships were more open and prepared for change. Design/methodology/approach Cross-sectional, descriptive-correlational survey design was conducted using self-reported questionnaires to collect data from registered nurses. Findings The subjective career success was the strongest predictors (β = 0.36, p < 0.001) followed by leadership behavior (β = –0.19, p = 0.03) and participants’ age (β = −0.13, p = 0.049). Research limitations/implications This study highlights the influence of leadership behavior, organizational commitment, organizational support and subjective career success on the organizational readiness for change in healthcare organizations. Therefore, this study forms baseline data for future local and national studies. Moreover, it will strengthen the research findings if future research includes a qualitative approach that explores other healthcare professionals regarding readiness for organizational change. Practical implications This study provides information to policymakers and healthcare leaders who seek to improve management and leadership skills and respond to organizational change efforts. Social implications It is important to know the extent to which healthcare professionals, especially nurses, understand how the influence of organizational support and organizational commitment on organizational readiness for change, as well as why specific leadership behavior and subjective career success, is important in implementing the change. Originality/value This study examined the nurses’ readiness for change in hospitals. Organizational readiness for change could occur in situations where nurses can exert extra efforts at work because of leaders’ behaviors and the relationship between nurses and the institution.
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Njagi Odek, Salome. "Transformational Leadership and Organizational Citizenship Behavior, Kenya." American Journal of Educational Research 6, no. 6 (June 10, 2018): 845–57. http://dx.doi.org/10.12691/education-6-6-39.
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Kilburg, Richard R., and Marc D. Donohue. "Leadership and organizational behavior: A thermodynamic inquiry." Consulting Psychology Journal: Practice and Research 66, no. 4 (December 2014): 261–87. http://dx.doi.org/10.1037/cpb0000013.
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Christin Darmawan, Deborah, Suwignyo Widagdo, and Hamzah Fansuri Yusuf. "THE INFLUENCE OF ORGANIZATIONAL STRUCTURE, LEADERSHIP STYLE, MANAGEMENT CONTROL SYSTEMS, AND ORGANIZATIONAL CULTURE TOWARD BEHAVIOUR DECISION MAKING." MBA - Journal of Management and Business Aplication 3, no. 1 (May 2, 2020): 245–53. http://dx.doi.org/10.31967/mba.v3i1.350.
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This research aims to know the influence of organizational structure, leadership style,management control systems, and organizational culture toward behaviour decision making.Data collection methods used in this research is a method of questionnaire. The results of thisstudy suggest that the organizational structure of partially against the influential behavioraldecision making, leadership styles partially against the influential behavioral decisionmaking, not management control systems influential partially against the behavior ofdecision-making, and organizational culture has no effect partially against the decisionmaking behavior. Research results also showed a simultaneous influence organizationalstructure, leadership style, management control systems, and organizational culture towardsdecision-making behavior and note that the value of the coefficient of determination60.3%, while the remaining 39.7% is explained by other factors that are not described in thismodel.
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Lakshman, Chandrashekhar. "Organizational knowledge leadership." Leadership & Organization Development Journal 30, no. 4 (June 12, 2009): 338–64. http://dx.doi.org/10.1108/01437730910961676.
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Santi, Ketut Savira Purnama, and Agoes Ganesha Rahyuda. "PERAN KOMITMEN ORGANISASIONAL MEMEDIASI PENGARUH KEPEMIMPINAN TRANSFORMASIONAL TERHADAP OCB." E-Jurnal Manajemen Universitas Udayana 8, no. 7 (March 10, 2019): 4239. http://dx.doi.org/10.24843/ejmunud.2019.v08.i07.p09.
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The purpose of this study was to determine the effect of transformational leadership on organizational commitment, to determine the effect of transformational leadership on Organizational Citizenship Behavior (OCB), to determine the effect of organizational commitment on Organizational Citizenship Behavior (OCB), and to determine the role of organizational commitment in mediating the effect of transformational leadership towards Organizational Citizenship Behavior (OCB). This research was conducted at PT. Nadia Kencana. The number of samples used in this study is 78 people using the saturated sample method (census), which uses the entire population as a sample. Data analyzed using path analysis techniques The results showed that transformational leadership has a positive and significant effect on organizational commitment at PT. Nadia Kencana, transformational leadership has a positive and significant effect on Organizational Citizenship Behavior (OCB), organizational commitment has a positive and significant effect on Organizational Citizenship Behavior (OCB), and organizational commitment positively and significantly mediates transformational leadership on Organizational Citizenship Behavior (OCB) at PT. Nadia Kencana.
Keywords: transformational leadership, organizational commitment, OCB
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Rami Aljabali, Rami Aljabali. "Emotional Intelligence and Spiritual Leadership: An Organizational Study." Economics 104, no. 3-5 (June 22, 2021): 153–65. http://dx.doi.org/10.36962/104/3-5/202101153.
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The work addresses the problems in the field of organizational behavioral science and explores the emotional intelligence and spiritual leadership. The aim of this study is to understand the essence of emotional intelligence and spiritual leadership and their impact on organizational success, employee behavior, labor productivity, employees’ jobs performance. The epistemological view of this study is subjective interpretivism and ontology, as the views, experiences, and behaviors of the participant in contextual social events are gathered to evaluate the results and draw conclusions. The research strategy is a case study, stratified sampling will be used for the data collection phase. The primary data are obtained from the qualitative data collection techniques such as the semi-structured interviews, observation and MSCEIT test. Additionally, there is highlighted how the role of emotional stability, social skills and general mental capabilities play in employees’ job performance as compared to IQ. This will emphasize the relationship between the emotional intelligence and job performance within different business sectors. Moreover, spiritual leadership is not something usually managers tend to utilize within their practice. This study will emphasize the importance of spiritual leadership mixed with high levels of emotional intelligence. Based on the findings, this research will suggest a new strategy for creating policies that will set employees on a path to reach their full potential in the organization. Finally, the findings are supposed to shed a light on the effect of emotional intelligence and leadership’s ability to increase overall productivity despite a person’s IQ and academic capabilities. Keywords: Organizational Behavior, Spiritual Leadership, Emotional Intelligence, IQ.
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Chou, Shih Yung, and Charles Ramser. "A multilevel model of organizational learning." Learning Organization 26, no. 2 (February 4, 2019): 132–45. http://dx.doi.org/10.1108/tlo-10-2018-0168.
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Purpose Organizational learning has long been recognized as an important determinant of organizational performance and sustainability. Existing research, however, has commonly viewed organizational learning as a single-level, top-down and organized organizational event initiated by the leader. This particular perspective may fall short of explaining the effect of employee spontaneous workplace behaviors on organizational learning. Thus, the purpose of this paper is to develop a multilevel theoretical model exploring how an employee’s upward helping and voice behavior foster organizational learning through developing leadership capital. Design/methodology/approach A conceptual analysis was conducted by incorporating relevant research. Findings This paper proposes the following. First, an employee’s upward helping increases a leader’s human capital and social capital. Second, the leader’s human capital and social capital enhance the employee’s psychological empowerment and knowledge leadership. Third, the employee’s psychological empowerment leads to employee voice behavior. Fourth, employee voice behavior strengthens knowledge leadership. Finally, knowledge leadership promotes organizational learning. Originality/value This paper provides a theoretical framework for future research attempting to understand organizational learning from a multilevel, bottom-up perspective. Practically, this paper offers several implications that help promote organizational learning through encouraging employee upward helping and voice behavior.
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Zheng, Junwei, Guangdong Wu, Hongtao Xie, and Hongyang Li. "Leadership, organizational culture, and innovative behavior in construction projects." International Journal of Managing Projects in Business 12, no. 4 (December 2, 2019): 888–918. http://dx.doi.org/10.1108/ijmpb-04-2018-0068.
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Purpose The purpose of this paper is to examine the joint congruence effect of leadership styles and organizational culture on project members’ innovative behaviors in the construction projects setting. Design/methodology/approach The proposed hypotheses are tested using polynomial regression with a sample of 217 project managers and employees of different construction projects in China, and plotted through response surface analysis. Findings The results of polynomial regressions support the congruence effect hypothesis, indicating that more innovative behaviors of the project members could be elicited by a high level of congruence between transformational or transactional leadership styles and organizational culture. Furthermore, asymmetrical incongruence effects are found wherein project members with lower levels of innovative behaviors when project organizational culture is stronger as compared with when two leadership styles are at higher levels. Specifically, the condition is found under the innovation dimension of organization culture, but higher level of innovative behavior conversely displays when the harmony culture is weaker than two leadership styles. Research limitations/implications The conceptual model and hypotheses are examined by analyzing cross-sectional and self-reported data collected in China. The findings could be further examined through multi-source or longitudinal, more systematic research. Practical implications The findings highlight the pivotal role played by the value congruence of leaders-organizations in motivating employees to be innovative in project organizations. This paper provides knowledge for project managers to help them understand whether and how project members’ innovative behaviors are better motivated by the fit or misfit between the styles of leadership and project organizational cultures. Besides, this study provides the approach or direction for the project leaders training. Originality/value This study is one of the first to examine the joint effects of leadership styles and organizational culture on innovative behavior based on the person-organization fit theory and from the perspective of value congruence.
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Taormina, Robert J. "Interrelating leadership behaviors, organizational socialization, and organizational culture." Leadership & Organization Development Journal 29, no. 1 (February 8, 2008): 85–102. http://dx.doi.org/10.1108/01437730810845315.
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Lavena, Ika, and Singmin Johannes Lo. "THE EFFECT OF LEADERSHIP BEHAVIOUR AND REWARD SYSTEM ON THE EMPLOYEE PERFORMANCE MEDIATED BY ORGANIZATIONAL CITIZENSHIP BEHAVIOUR OF PT DANPAC PHARMA." Dinasti International Journal of Management Science 1, no. 4 (March 6, 2020): 493–513. http://dx.doi.org/10.31933/dijms.v1i4.186.
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The purpose of this research is to understand and explain the effect of Leadership Behavior and Reward System on Employee Performance is mediated by Organizational Citizenship Behavior for Employees PT Danpac Pharma. The method used is quantitative approach, where the population in this study were 305 employees of PT Danpac Pharma. Engineering sample selection is done by taking a sample saturated to permanent employees as much as 146 respondents. Questionnaire survey instrument used data collection techniques and have been submitted to the employees of PT Danpac Pharma. Data of this study, which analyzed using structural equation models (SEM) 3.2.8 SmartPLS software program. This study reveaks that Leadership Behaviour and Reward System have a significant positive effect on Employee Performance mediated by Organizational Citizenship Behaviour both partially and simultaneously. In addition, the Leadership Behavior has a positive and significant effect on Organizational Citizenship Behavior and Reward System has a positive and significant effect on Organizational Citizenship Behavior. Leadership Behavior has a positive and significant effect on Employee Performance and Reward System has a positive and significant effect on Employee Performance.
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Serrano-Quijan, Elizabeth Joy o. "SERVANT LEADERSHIP AND ORGANIZATIONAL CITIZENSHIP BEHAVIOR OF SCHOOL HEADS." International Journal of New Economics and Social Sciences 12, no. 2 (December 31, 2020): 153–80. http://dx.doi.org/10.5604/01.3001.0014.6890.
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The purpose of this study was to determine the domain in servant leadership that significantly influenced organizational citizenship behavior. The researcher employed quantitative research design utilizing the non-experimental, co-relational method of research as the data collection instrument. Specifically, it determined if servant leadership significantly influenced organizational citizenship behavior. The instrument used was the Or-ganizational Citizenship Behavior Questionnaire (OCBQ) to measure the dependent variable and Servant Leader-ship Scale to measure the independent variable and was validated by experts. The respondents of the study were the public elementary school teachers. Findings reveal that among the level of servant leadership, organizational stewardship was very high and when it comes to organizational citizenship behavior, only sportsmanship was moderate. There is a significant relationship between servant leadership and organizational citizenship behavior and among the domains of servant leadership, emotional healing, wisdom and organizational stewardship significantly influenced the organizational citizenship of school heads.
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Majeed, Nauman, T. Ramayah, Norizah Mustamil, Mohammad Nazri, and Samia Jamshed. "Transformational leadership and organizational citizenship behavior: Modeling emotional intelligence as mediator." Management & Marketing 12, no. 4 (December 20, 2017): 571–90. http://dx.doi.org/10.1515/mmcks-2017-0034.
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Abstract Leadership and organizational citizenship behavior (OCB) stayed at pinnacle in the arena of organizational behavior research since decades and has attained significant consideration of scholars pursuing to define multifaceted dynamics of leadership and their influence on follower’s behavior at work. The voluntary behavior of Organizational citizenship improves organizational effectiveness, and it goes beyond formal job duties. This study attempts to explore the association amongst transformational leadership and organizational citizenship behavior of teachers in public sector higher education institutions in Pakistan. Study of organizational citizenship behavior in educational organizations and academicians is of high value that definitely requires attention. This study examines the direct and indirect influence of transformational leadership through exploring the mediating role of emotional intelligence. The model was tested by employing structural equation modelling technique on survey responses collected from academicians. Results from 220 responses indicated that relationship between transformational leadership and Organizational Citizenship Behavior is statistically significant where Emotional Intelligence plays an important role as a mediator. The results support and add to the positive effects of transformational leadership style interconnected with extra role behavior at work making it more meaningful. The findings make a significant contribution to leadership and organizational behavior literature in higher education sector and propose that organizations should implement practices that help in enhancing the level of organizational citizenship behavior in organizations.
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Wu, Mengying, Zhenglong Peng, and Christophe Estay. "How destructive leadership influences compulsory organizational citizenship behavior." Chinese Management Studies 12, no. 2 (June 4, 2018): 453–68. http://dx.doi.org/10.1108/cms-10-2017-0298.
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Purpose The purpose of this paper is to explore the underlying influence of destructive leadership on hindrance stress and compulsory organizational citizenship behavior (CCB) by developing a moderated mediation model, which examines the mediating role of hindrance stress and the moderating role of supervisor–subordinate guanxi. Design/methodology/approach By using 324 samples collected from multiple companies in southeast China, the model is tested through multiple linear hierarchical regressions, correlation analysis, confirmatory factor analysis and PROCESS bootstrapping program in SPSS and AMOS software. Findings Results reveal that hindrance stress fully mediates the relationship between destructive leadership and CCB, and supervisor–subordinate guanxi moderates the strength of the indirect effect between destructive leadership and CCB (via hindrance stress), so that the mediated relationship is stronger when supervisor–subordinate guanxi is low rather than high. Originality/value The study contributes to display the influence path and contingency mechanism of destructive leadership as a stressor on employees’ negative behavior in the workplace. The moderated mediation model results not only develop the research on the relationship between negative leadership and employee behavior in terms of leadership effectiveness but also provide a new viewpoint to explore the relationship between leadership and employee behavior.
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Kyei-Poku, Ivy, and Ying (Jason) Yang. "Authentic leadership and citizenship behavior." International Journal of Organization Theory & Behavior 23, no. 3 (April 2, 2020): 245–58. http://dx.doi.org/10.1108/ijotb-08-2018-0091.
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PurposeThe purpose of this study is to assess the pathway through which authentic leadership influences organizational citizenship behavior (OCB). The authors examine how the perception of overall fairness and a sense of belongingness mediate the relationship between authentic leadership and OCB.Design/methodology/approachThe authors distributed survey questionnaires to full-time employees working for an insurance company. Data were collected in two phases. To test the hypotheses, the authors conducted hierarchical multiple regression analysis using the PROCESS macro by Hayes (2012).FindingsPROCESS analysis reveals that overall fairness mediates the relationship between authentic leadership and subordinates' sense of belongingness, which is then positively related to OCB. Taken together, these findings are largely in line with the authors’ theoretical model.Originality/valueEmpirical research has yet to explore how authentic leaders create the perception of fairness, which influences subordinates' OCB. Thus, this study extends the authors’ knowledge on the extant literature of organizational behavior by integrating two important domains—authentic leadership and organizational fairness—to propose that authentic leadership is a fair leadership that aids in promoting OCB. Also, studies on authentic leadership processes have examined basic models and neglected the possibility of sequential mediation. To better understand the complex relationship of authentic leadership and OCB, the authors examine overall fairness and belongingness as sequential mediators.
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PURWANTO, AGUS, John Tampil Purba, Innocentius Bernarto, and Rosdiana Sijabat. "EFFECT OF TRANSFORMATIONAL LEADERSHIP, JOB SATISFACTION, AND ORGANIZATIONAL COMMITMENTS ON ORGANIZATIONAL CITIZENSHIP BEHAVIOR." Inovbiz: Jurnal Inovasi Bisnis 9, no. 1 (June 8, 2021): 61. http://dx.doi.org/10.35314/inovbiz.v9i1.1801.
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The purpose of this study was to determine and examine the effect of transformational leadership, organizational commitment and job satisfaction on organizational citizenship behavior in high schools in Banten Province. The sample in this study was taken from 220 managers of supply chain management implemented company respondents. Sampling in this study using the Simple Random Sampling technique. The analysis technique used is multiple regression analysis. The results of the analysis and testing show that transformational leadership has a positive and significant effect on organizational citizenship behavior, job satisfaction has a positive and significant effect on organizational citizenship behavior, organizational commitment has a positive and significant effect on organizational citizenship behavior. This study has proven that transformational leadership, Organizational commitment and job satisfaction influence organizational citizenship behavior in supply chain management implemented company
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Novianti, Khusnul Rofida. "DOES ORGANIZATIONAL COMMITMENT MATTER? LINKING TRANSFORMATIONAL LEADERSHIP WITH ORGANIZATIONAL CITIZENSHIP BEHAVIOR (OCB)." Jurnal Aplikasi Manajemen 19, no. 2 (June 1, 2021): 335–45. http://dx.doi.org/10.21776/ub.jam.2021.019.02.09.
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This research was conducted to identify the antecedents dimension of organizational commitment that consist of affective, continuance, and normative commitment to mediate transformational leadership on organizational citizenship behavior (OCB) in the salespeople’s banking sector in Malang, East Java. The population of this research was the employees in the banking sector that provides insurance and investment services in Malang city. The sampling technique used was non-probability sampling. A questionnaire was used as a research instrument. 118 responses were analyzed using Smart Partial Least Square software (Smart-PLS). The study result revealed that organizational commitment does not significantly affect OCB. The affective commitment was the best predictor in mediating the effect of transformational leadership on OCB. In contrast, continuance and normative commitment have an insignificant effect both directly and indirectly on OCB. This study was expected to be a reference for further research in the area of organizational outcome focused on organizational commitment and provide more information for decision making about the importance of leadership styles such as transformational leadership and organizational citizenship behavior.
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GHALAVI, Zahra, and Naser NASTIEZAIE. "Relationship of Servant Leadership and Organizational Citizenship Behavior with Mediation of Psychological Empowerment." Eurasian Journal of Educational Research 20, no. 89 (October 26, 2020): 1–24. http://dx.doi.org/10.14689/ejer.2020.89.11.
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Zehir, Cemal, Bulent Akyuz, M. Sule Eren, and Gulden Turhan. "The Indirect Effects of Servant Leadership Behavior on Organizational Citizenship Behavior and Job Performance." International Journal of Research in Business and Social Science (2147-4478) 2, no. 3 (July 3, 2013): 01–13. http://dx.doi.org/10.20525/ijrbs.v2i3.68.
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The relationship between leader and followers plays a vital role, particularly in educational institutions where a keen understanding of human character and high level of social interaction ought to be facilitated. For this reason, in stark contrast to contemporary leaders who see people only as units of production or expendable resources in a profit and loss statement, servant leadership focuses on meeting the needs of followers, making them reach their maximum potential and so perform optimally in order to achieve organizational goals and objectives. This study examines the effects of servant leadership behaviors of private college principals on teachers’ organizational citizenship behavior and job performance. Using 300 respondents from the private education institutes in Turkey, servant leadership behavior is examined for its indirect effects on organizational citizenship behavior and job performance by its impact on organizational justice. Organizational justice acts as a mediator between the variables in question. All the results are in support of the studied mediation effects. Implications of the findings and suggestions for future research are discussed.
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Pratikto, Bagus Tri, I. Ketut R Sudiarditha, and Sholikhah Sholikhah. "THE INFLUENCE OF JOB SATISFACTION AND LEADERSHIP STYLE ON ORGANIZATIONAL CITIZENSHIP BEHAVIOR (STUDY AT PT IDE JAYA KREASINDO)." JRMSI - Jurnal Riset Manajemen Sains Indonesia 6, no. 2 (September 30, 2015): 498. http://dx.doi.org/10.21009/jrmsi.006.2.01.
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The purpose of this study is : 1) To know the description of job satisfaction and the leadership style on Organizational Citizenship Behavior (Study at PT Ide Jaya Kreasindo) 2) To know the effect of job satisfaction on Organizational Citizenship Behavior 3) To know the effect of the leadership style on Organizational Citizenship Behavior 4) To know the effect of job satisfaction and the leadership style on Organizational Citizenship Behavior simultaneously. Research methods using simple random sampling. Sampling technique using simple random sampling technique and of questionnaires of 77 observations from PT Ide Jaya Kreasindo’s employees using SPSS 16.0.The empirical result shows that job satisfaction and the leadership style has positive and significant effect on organizational citizenship behavior. Simultaneously test shows that job satisfaction and the leadership style effects organizational citizenship behavior.
Keywords: Job Satisfaction, The Leadership Style, Organizational Citizenship Behavior
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Ariyanti, Ni K. Irma, I. K. Santra I K Santra, Ni K. Lasmini Ni K Lasmini, Ni K. Narti Ni.K Narti, CGP Yudistira CGP Yudistira, and K. M. Putra K. M. Putra. "LEADERSHIP AND ORGANIZATIONAL CULTURE ANALYSIS ON ORGANIZATIONAL CITIZENSHIP BEHAVIOR (OCB) AT PT. HATTEN BALI." SIMAK 16, no. 01 (May 31, 2018): 12–28. http://dx.doi.org/10.35129/simak.v16i01.9.
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This study aimed to analyze the influence of leadership and organizational cultureon Organizational Citizenship Behavior employees. The study is a quantitativeresearch. The data used in this study was collected through questionnaires andimplemented to 106 of permanent employees in PT. Hatten Bali. The results ofthis study indicates that: 1) Leadership have positive and significant effect onorganizational citizenship behavior which indicated by coefficient regressionvalue 0,297 and significant value 0,003. 2) Organizational culture have positiveand significant effect on Organizational Citizenship Behavior which indicated bycoefficient regression value 0,144 and significant value 0,039. 3) Leadership andorganizational culture have simultaneously effect on organizational citizenshipbehavior which indicated by f-count value 6,846 > f-table and significant value0,002. Regression analyze result adjusted R2 value 0,117. This indicates thatorganizational citizenship behavior can explained by leadership andorganizational culture variable of 11,7 % while the remaining 88,3% explained bythe others variable outside of this study.
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Pasaribu, Fajar. "The Situational Leadership Behavior, Organizational Culture and Human Resources Management Strategy in Increasing Productivity of Private Training Institutions." Information Management and Business Review 7, no. 3 (June 30, 2015): 65–79. http://dx.doi.org/10.22610/imbr.v7i3.1155.
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This study aims to analyze the relationship of situational leadership behavior with the organizational culture; the influence of situational leadership behavior and organizational culture on implementation of human resource management strategies; the effect of the implementation of the strategy of human resource management on productivity; the influence of situational leadership behavior, organizational culture and the implementation of human resource management strategies on the productivity of private vocational training institutes. While the type of research are descriptive and verificative using explanatory survey. The data collection is done using questionnaires, documentation and interviews, while the sampling technique used a Likert Summated Rating. The unit of analysis is the field of operation and delivery of training services and fields of administration. Data analysis is using path analysis. The results showed that the situational leadership behaviors significantly correlated with the organizational culture; the situational leadership behavior and organizational culture have a significant effect simultaneously and partially on the implementation of human resource management strategies in private vocational training institutions; the implementation of human resource management strategies have a significant effect on productivity improvement of private vocational training institutions; the situational leadership behavior, organizational culture and the implementation of human resource management strategy that have a significant effect simultaneously and partially to the increased productivity of private vocational training institutions in North Sumatera province.
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Park, Sunyoung, and Eun-Jee Kim. "Fostering organizational learning through leadership and knowledge sharing." Journal of Knowledge Management 22, no. 6 (August 13, 2018): 1408–23. http://dx.doi.org/10.1108/jkm-10-2017-0467.
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Purpose The purpose of this study is to examine the relationships among transformational leadership, knowledge sharing climate and behavior, interpersonal trust and organizational learning. Design/methodology/approach Data from 209 participants from a manufacturing company in Korea were analyzed using the structural equation modeling method. Findings The findings of the study indicated that transformational leadership directly affected the knowledge sharing climate and behavior, interpersonal trust and organizational learning of an organization. Transformational leadership also indirectly affected organizational learning through knowledge climate and behavior, and interpersonal trust. In addition, a knowledge sharing climate directly affected interpersonal trust and knowledge sharing behavior and indirectly affected organizational learning through interpersonal trust and knowledge behavior. Interpersonal trust directly affected knowledge sharing behavior and indirectly affected organizational learning through knowledge sharing behavior. Finally, knowledge sharing behavior positively affected organizational learning. Research limitations/implications The results highlight the important role of transformational leadership to enhance the knowledge sharing climate and behavior of employees, interpersonal trust and organizational learning. This study also indicated that transformational leadership, interpersonal trust and knowledge sharing behavior are antecedents of organizational learning. Practical implications The study’s findings could motivate practitioners to place more emphasis on leadership support, knowledge sharing and organizational learning in the manufacturing sector. Originality/value The study provided diverse paths indicating how transformational leadership can impact organizational learning by examining both the direct and indirect paths between transformational leadership, multiple mediators and organizational learning. It also suggested a research framework for supporting transformational leadership, knowledge sharing and organizational learning, as well as their relationships by examining the three variables in one research model.
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Utami, Ade Wili Putri, and Maya Setiawardani. "PENGARUH SERVANT LEADERSHIP TERHADAP ORGANIZATIONAL CITIZENSHIP BEHAVIOR(OCB)." Jurnal Riset Bisnis dan Investasi 2, no. 2 (October 10, 2016): 64. http://dx.doi.org/10.35697/jrbi.v2i2.74.
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CV Yrama Widya is publishers and printing company of subject and public schools. The company has 116 permanent employees. There is a problem at CV Yrama Widya is the lack of organizational citizenship behavior of employees which one contributing factor is the lack of leadership roles serving on the company. Based on these problems, this study aims to determine the servant leadership and organizational citizenship behavior, as well as the magnitude of the effect of servant leadership on organizational citizenship behavior at CV Yrama Widya. The method used is quantitative research methods. Data analysis methods used are descriptive statistical analysis, the classical assumption test, simple correlation analysis, simple linear regression analysis, and hypothesis testing. The results showed that servant leadership is in the category both in terms of love, empowerment, vision, humility, and trust. Then the employee organizational citizenship behavior was in the category both in terms of the behavior of altruism, conscientiousness, Sportsmanship, courtesy, and civic virtue. In conclusion, there is the influence of servant leadership on organizational citizenship behavior of employees at CV Yrama Widya amounted to 59.1%.
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Sawitri, Dyah, Wiliarisa Prita Purwanti, and Kohar Adi Setia. "Analisis Pengaruh Kepemimpinan, Komunikasi, dan Sistem Kontrol Terhadap Kinera Organisasi Melalui Perilaku Pelayanan." Jurnal Manajemen dan Bisnis Indonesia 5, no. 1 (October 1, 2017): 62–77. http://dx.doi.org/10.31843/jmbi.v5i1.140.
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The improvement of health services should be directed to the provision of quality health services that are organized in accordance with the ethical standards and professional services. Under these conditions the hospital as a health care unit is required to improve its performance in a way to serve the community as well as possible in order to be a good hospital and the one refered to, able to give satisfaction to the patient.
The purpose of study ia to examine the effect of (1) the leadership on the service behavior. (2) the communication on the service behavior. (3) the system of control on the service behavior. (4) the service behavior on the organizational performance. (5) the leadership on the organizational performance. (6) the communication on the organizational performance. (7) the system of control on the organizational performance. (8) the leadership on the organizational performance through the service behavior. (9) the communication on the organizational performance through the service behavior. (10) the system of control on the organizational performance through service behavior. This study is a survey research using a type of explanation (explanatory research).
The results showed that: (1) the leadership has a significant effect on the service behavior. (2) the communication has a significant effect on the service behavior. (3) the control has a significant effect on the service behavior. (4) The service behavior has a significant effect on the organizational performance. (5) the leadership has a significant effect on organizational performance. (6) the communication have a significant effect on organizational performance. (7) the system of control has a significant effect on organizational performance. (8) the leadership significantly influences organizational performance through service behavior. (9) the communication significantly influences organizational performance through service behavior. (10) the system of control significantly influences organizational performance through service behavior.
Keywords: leadership, communication, system of control, service behavior, organizational performance.
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Niu, Chenchen, Fu Liang, Xiangxiang Meng, and Yao Ocean Liu. "The inverted U-shaped relationship between authentic leadership and unethical pro-organizational behavior." Social Behavior and Personality: an international journal 48, no. 11 (November 4, 2020): 1–11. http://dx.doi.org/10.2224/sbp.9416.
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We conducted a survey to examine the influence of authentic leadership on employees' unethical pro-organizational behavior, basing our research on the theory of organizational identification. Participants were 229 employees of four firms in China. The results show that authentic leadership and employees' unethical pro-organizational behavior had an inverted U-shaped relationship, and that the relationship was mediated by organizational identification. Additionally, moral identity moderated the relationship between authentic leadership and employees' unethical pro-organizational behavior. The research results provide suggestions for reducing employees' pro-organizational unethical behavior by changing the leadership style supervisors use, thereby promoting the sustainable development of the company.
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Wisnawa, I. Nyoman Adi, and A. A. Sagung Kartika Dewi. "GAYA KEPEMIMPINAN TRANSFORMASIONAL BERPENGARUH TERHADAP ORGANIZATIONAL CITIZENSHIP BEHAVIOUR DENGAN DIMEDIASI VARIABEL KEPUASAN KERJA." E-Jurnal Manajemen Universitas Udayana 9, no. 2 (February 3, 2020): 528. http://dx.doi.org/10.24843/ejmunud.2020.v09.i02.p07.
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The purpose of this study was to determine the effect of transformational leadership style on Organizational Citizenship Behavior (OCB), to determine the effect of transformational leadership style on job satisfaction, to determine the effect of job satisfaction on Organizational Citizenship Behavior (OCB), and to determine the role of job satisfaction in mediating the influence of job satisfaction transformational leadership style towards Organizational Citizenship Behavior (OCB). This research was conducted at the Office of the Ubung Kaja Village as many as 45 employees using the saturated sample method, collected through a questionnaire using descriptive statistical analysis techniques, path analysis, single test and VAF test. The results showed that the transformational leadership style had a positive and significant effect on Organizational Citizenship Behavior (OCB). Transformational leadership style has a positive and significant effect on job satisfaction. Job satisfaction has a positive and significant effect on Organizational Citizenship Behavior (OCB). Job satisfaction positively and significantly mediates the effect of transformational leadership styles on Organizational Citizenship Behavior (OCB).
Keywords: Transformational Leadership Style; Job satisfaction; Organizational Citizenship
Behavior.
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Asgari, Ali, Somayeh Mezginejad, and Fatemeh Taherpour. "The role of leadership styles in organizational citizenship behavior through mediation of perceived organizational support and job satisfaction." Innovar 30, no. 75 (January 1, 2020): 87–98. http://dx.doi.org/10.15446/innovar.v30n75.83259.
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This paper seeks to examine transformational and transactional leadership, employees’ organizational citizenship behavior, employees’ job satisfaction and perceived organizational support; which are employees' organizational citizenship behavior associations. In addition, this study explores the mediating role of employees’ job satisfaction and perceived organizational support in the relationship between transformational and transactional leadership styles and employees’ organizational citizenship behavior. The study was conducted at the University of Birjand, Iran, on a sample of 250 employees. This research follows a descriptive and correlational approach. Our findings show that transformational leadership and employees’ job satisfaction and perceived organizational support positively and significantly influence employees’ organizational citizen-ship behavior. Additionally, results revealed that employees’ job satisfaction mediates the association between transformational and transactional leadership and employees’ organizational citizenship behavior. Moreover, employees perceived organizational support mediates the association between transformational and transactional leadership and employees’ organizational citizenship behavior. Iranian organizations, especially universities, should invest in transformational leadership and job satisfaction, as well as in the selection of managers with transformational leadership styles and employees who are eager to work at the university, in order to enrich the organizational citizenship behavior of employees.