Transformational leadership and organizational citizenship behavior: Mediating role of affective commitment

Lee, Ye Hoon; Woo, Boyun; Kim, Yu Kyoum

doi:10.1177/1747954117725286

Cited by 61 publications

(99 citation statements)

References 54 publications

(103 reference statements)

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“…These outcomes are consistent with prior empirical research (e.g. Jha, 2014;Khalili, 2017;Lee, Woo, & Kim, 2018;Mekpor & Dartey-Baah, 2017;Suliman & Al-Obaidli, 2013). For example, in a study of 50 organizations in Iran, with a sample of 2,021 employees, Khalili (2017) studied the influence of transformational leadership on ocb.…”

Section: Final Considerationssupporting

confidence: 84%

The role of leadership styles in organizational citizenship behavior through mediation of perceived organizational support and job satisfaction

Asgari

Mezginejad

Taherpour

2020

Innovar

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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.

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Section: Final Considerationssupporting

confidence: 84%

The role of leadership styles in organizational citizenship behavior through mediation of perceived organizational support and job satisfaction

Asgari

Mezginejad

Taherpour

2020

Innovar

View full text Add to dashboard Cite

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“…We observed the similar results of the impact of organizational commitment on citizenship behavior since the organizational commitment of employees drives them to escalate the firm values and image through taking participation in pro-organizational activities. The findings of Afsar, Shahjehan, Cheema, and Javed (2018), Lee, Woo, and Kim (2018), Uddin et al (2019), and Howladar (2017) showed the similar estimates on this proposed hypothesis.…”

Section: Discussionsupporting

confidence: 53%

Job Satisfaction and Citizenship Behavior: A Mediating Effect of Organizational Commitment

et al. 2019

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Background and Purpose: Recently, job satisfaction has become a center of attention among academics, behavioral scientists, and business practitioners. Drawing on the tenet of the social exchange theory (SET) perspective and extending the conceptualization of the same, the present study aims at investigating the relationships among job satisfaction, organizational commitment, and citizenship behavior and mediation mechanism to unearth the effect of job satisfaction and organizational commitment on citizenship behavior. Design/Methodology/Approach: Building on the positivist paradigm, we used quantitative research methodology following deductive reasoning approach. Henceforth, we have collected 210 replies from employees who have been serving Ready-made garments (RMG) sector that accounts for the highest export earning industry (84% of the total export earning) in Bangladesh. We purposively selected Chittagong Export Processing Zone, the largest export processing zone in Bangladesh, for collecting our required data. Data were analyzed using the descriptive statistics, bivariate correlation, and structural equation model (SEM) using Smart PLS 2, a second-generation regression analysis, and SPSS 20. Results: The structural model estimates that all the direct influences are significant excepting the impact of job satisfaction on citizenship behavior. Besides, the full mediation effect of organizational commitment was found in the relationships between job satisfaction and citizenship behavior. Conclusion: The main implication is suggesting all corporate executives for creating an environment which will make employees very committed to letting them think out of the box beyond their required formal task requirement. In addition to a longitudinal study, further research on the moderating effect of demographic factors on the above variable is attested.

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“…However, not all dimensions of organizational commitment have benefits to organizational effectiveness. Prior studies have proved the positive relationship between affective commitment and organizational performance [ 59 ]. Specifically, affective commitment has a strong effect on organizational effectiveness, including the negative effect on turnover rate, absenteeism rate, and negative organizational behavior [ 60 ].…”

Section: Theory and Hypothesesmentioning

confidence: 99%

Examining How Ambidextrous Leadership Relates to Affective Commitment and Workplace Deviance Behavior of Employees: The Moderating Role of Supervisor–Subordinate Exchange Guanxi

Wang

et al. 2020

IJERPH

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How to regulate employee conduct and engage them in high performance works actively and continuously has always been the important topic for organizations. Based on affective events theory and social exchange theory, a moderated mediating model was constructed with the affective commitment as mediator and the supervisor–subordinate exchange guanxi as moderator. Regression analyses and conditional indirect effects were tested by SPSS and PROCESS with 374 matched supervisor–subordinate pairs. The paper explores the moderated mechanism of supervisor-subordinate guanxi to the chain of “ambidextrous leadership–employee’s affective commitment–workplace deviance behavior.” The results showed that the affective commitment mediated the effect between ambidextrous leadership and employees’ workplace deviance behavior, and supervisor–subordinate exchange guanxi moderated the relationship between ambidextrous leadership and employees’ workplace deviance behavior but also moderated the mediating effect of affective commitment. The results have significances to improve human resource management practices and reduce the workplace deviance behavior of employees.

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Transformational leadership and organizational citizenship behavior: Mediating role of affective commitment

Cited by 61 publications

References 54 publications

The role of leadership styles in organizational citizenship behavior through mediation of perceived organizational support and job satisfaction

The role of leadership styles in organizational citizenship behavior through mediation of perceived organizational support and job satisfaction

Job Satisfaction and Citizenship Behavior: A Mediating Effect of Organizational Commitment

Examining How Ambidextrous Leadership Relates to Affective Commitment and Workplace Deviance Behavior of Employees: The Moderating Role of Supervisor–Subordinate Exchange Guanxi

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