The Effect Of Transformational Leadership Style, Transactional Leadership And Charismatic Leadership On Organizational Citizenship Behavior (Ocb) with Working Culture as an Intervening Variable

Abstract

This study aims to determine the effect of transformational leadership style and transactional leadership style on extra-role behavior or often called Organizational Citizenship Behavior (OCB) in the Regional Government Secretariat of Karimun Regency. Extra role behavior performed by civil servants cannot be separated from the patterns and abilities of each employee's character. This character can be called the work culture of each of these employees. Are the two leadership styles namely the Transformational leadership style, Transactional leadership and Charismatic leadership can increase extra-role behavior or often called Organizational Citizenship Behavior (OCB) where work culture is an intervening variable. This research was conducted at the Secretariat of the Regional Government of Karimun Regency, Riau Islands. The population in this study was 50 employees. By using the census method where the number of research samples will be taken as a whole from members of the population. Data were analyzed using Structural Equation Modeling (SEM).

Effect of Transformational Leadership and Organizational Citizenship Behavior: Determining the Roles of Supervisor Identification, and Self-determination in the Automobile Industry

“…Transactional leadership motivates the employee to bring quality and efficient work by giving them rewards and incentive in return. Thus, the selfdetermination glorifies the transactional leadership style and so is its impact on the organizational citizenship behavior (Nugraha, 2021).…”

Analisis Efektivitas Manajemen Piutang terhadap Kinerja Keuangan Perusahaan (Studi Kasus: PT Indo PD Mandiri)

“…Hasil penelitian ini berhubungan dengan hasil penelitan dari (Nugraha, 2021) dimana dalam kesimpulan didapat hasil profitabilitas secara simultan berpengaruh terhadap variabel bebas piutang tak tertagih. Hal tersebut sejalan jika dibandingkan dengan teoritis.…”

Leadership styles and organizational citizenship behavior: a review of literature

“…A lot of past studies analyzed the impact of both transformational and transactional leadership styles on OCB. (Dedic, hadzaihmetovic, and Mujezinovic, 2022;Nugraha, 2021;Nugraha, 2021;Jameel et al,2021;Aboramadan and Kundi, 2020;Asgari, mezginejad and Taherpour,2020;Abu Nasra and Arar,2020;Darty-Baah and Addo, 2019;Arar and Abu Nasra, 2019;Rodrigues and Frreira, 2015;Jha, 200;Koh and Terborg, 1995). Among these studies, some studies point out that transformational leadership impact more on organizational citizenship behavior than transactional leadership (Abu Nasra and Arar, 2020 ;Rodrigues and Frreira, 2015), since transformational leaders adopt one or more of the four component of this leadership to achieve super result, such as idealized influence, inspirational motivation, intellectual stimulation and individual consideration (Bass and Riggio, 2006, p 76-86) and transformational leaders possess certain characteristics, which are used to differentiate them from transactional leaders.…”

“…They are identity as change agents, courage, a belief in people, being value-driven, lifelong learners, visionaries, and ability to deal with complexity, ambiguity and uncertainty (Tichy and Deyanna,1986). On the other hand, transactional leaders relate with their subordinates based on an exchange manner (Dedic, hadzaihmetovic, and Mujezinovic, 2022), accordingly, leaders introduce certain rewards and benefits for the achievement of subordinates (Nugraha, 2021), which is not enough to achieve extra-role performance .…”