Transformational Leadership, Job Characteristics, and Organizational Citizenship Performance

Purvanova, Radostina K.; Bono, Joyce E.; Dzieweczynski, Jessica L.

doi:10.1207/s15327043hup1901_1

Cited by 172 publications

(63 citation statements)

References 67 publications

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“…Transformational leadership results in committed employees who will perform above their job requirements and exhibit citizenship behaviors for the good of the company and to achieve organizational goals (Purvanova, Bono, & Dzieweczynski, 2006). Thamrin (2012) cites Allen and John (1990) that organizational commitment consists of three components: 1) affective, where employees desire to identify with the organization because they share the same values, 2) continuance, where employees do not want to lose the benefits they receive from the organization, and 3) normative, where employees have the strong desire to not leave the organization.…”

Section: Organizational Commitment/job Satisfactionmentioning

confidence: 99%

The Relationship between Leadership Style, Organizational Culture, and Job Satisfaction in the U.S. Healthcare Industry

Sow¹,

Murphy²,

Osuoha³

2017

Management and Economics Research Journal

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The purpose of this quantitative, correlational study, based on the theoretical framework of transformational leadership, was to examine the relationships between leadership style, organizational culture, and job satisfaction in the U.S. healthcare industry. The study addressed a problem faced by U.S. healthcare leaders, who are currently unaware as to how transformational leadership and organizational culture can impact job satisfaction in an industry with high burnout and low satisfaction levels. The following research questions for exploration are: (1) Is there a statistically significant relationship between transformational leadership and job satisfaction in the U.S. healthcare industry? (2) Is there a statistically significant relationship between organizational culture and job satisfaction in the U.S. healthcare industry? (3) Is the relationship between transformational leadership and job satisfaction in the U.S. healthcare industry mediated by organizational culture? Data to answer the research questions is from a collection through random sampling processes that resulted in a sample of 111 American healthcare employees and analyzed with Stata software. The main finding of the study was that an apparent effect of transformational leadership on job satisfaction disappeared when organizational culture variables are considered. The results suggest that healthcare organizations should attempt to move away from externally focused cultures in order to increase job satisfaction. Such a move could improve social outcomes by improving the quality of work for millions of stressed American healthcare employees.

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Section: Organizational Commitment/job Satisfactionmentioning

confidence: 99%

The Relationship between Leadership Style, Organizational Culture, and Job Satisfaction in the U.S. Healthcare Industry

Sow¹,

Murphy²,

Osuoha³

2017

Management and Economics Research Journal

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“…Leaders can influence levels of resources as well as more subjective perceptions of these resources (Purvanova, Bono and Dzieweczynski, 2006). For example, leaders have the ability to allow greater freedom over how and when employees complete their work but they also shape perceptions of this control through processes of management of meaning, language, and framing (Piccolo and Colquitt, 2006).…”

Section: Tl and Work-family Managementmentioning

confidence: 99%

Mediators of transformational leadership and the work-family relationship

Hammond

Cleveland

O’Neill

et al. 2015

Journal of Managerial Psychology

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Structured AbstractPurpose: The purpose of the study is to examine the ways in which leaders influence follower's work-life management. Specifically, we propose that personal (positive affect), social (managerial support for work-family balance), and job (autonomy) resources mediate the relationships between transformational leadership and work-family conflict and enrichment.Design/methodology/approach: The sample included 411 managers in 37 hotel properties across the United States. Findings:The relationship between TL and WFC was mediated by autonomy, positive affect and managerial support for work-family balance, whereas the relationship between TL and WFE was mediated by managerial support for work-family balance and positive affect. Research limitations/implications:This study constructs a foundation for future integration of leadership and work and family literatures. It also provides preliminary support for workfamily enrichment theory (Greenhaus and Powell, 2006) as well as the value of examining leadership through resource-based perspective. Practical implications:Interventions designed to enhance leadership may be effective not only in the workplace, but also for reducing work-family conflict and promoting enrichment. Originality/value:This study is the first to directly examine the effect of transformational leadership and both work-family conflict and enrichment. Further, it specifies mediating variables that underlie these relationships.

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“…When considered from this point of view, organizational citizenship behavior plays a balancing role in achieving individual and organizational goals (Organ and Ryan, 1995: 776;Podsakoff et al, 1996: 278). According to the results of the research carried out, organizational citizenship behaviors particularly support the organizational structure basically at three points within the organization about the formation of efficient and effective work environment (Motowidlo, 2000: 116;Borman, 2004: 239;Purvanova et al, 2006: 4 as cited in Avcı, 2015a: 720): 1). It increases the solidarity and cooperation among employees, 2) It increases the sense of responsibility of the employees towards their institutions and colleagues, 3) It ensures the fact that employees develop good and positive attitudes towards their institutions and colleagues.…”

Section: According To the Results Of This Research The Opinions On Thmentioning

confidence: 99%

Investigation of teachers perceptions of organizational citizenship behavior and their evaluation in terms of educational administration

Avcı

2016

Educ. Res. Rev.

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The aim of this study is to investigate teachers' perceptions of organizational citizenship behaviors and to evaluate them in terms of educational administration. Descriptive survey model was used in the research. The data of the research were obtained from 1,613 teachers working in public and private schools subjected to Ministry of National Education in Uskudar District of Istanbul province in 2014. In this study, data were obtained from the "Personal Information Form" developed by the researcher and from the "Organizational Citizenship Scale". According to research results; teachers had a high level of positive opinions with regard to organizational citizenship behaviors. The opinions of the respondents varied significantly according to gender, professional seniority, state of education and the working time at the school where they worked. High level of organizational citizenship behaviours in the school will affect education activities in positive way, contribute in generating a healthy school climate and influence students' success in positive way too.

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Transformational Leadership, Job Characteristics, and Organizational Citizenship Performance

Cited by 172 publications

References 67 publications

The Relationship between Leadership Style, Organizational Culture, and Job Satisfaction in the U.S. Healthcare Industry

The Relationship between Leadership Style, Organizational Culture, and Job Satisfaction in the U.S. Healthcare Industry

Mediators of transformational leadership and the work-family relationship

Investigation of teachers perceptions of organizational citizenship behavior and their evaluation in terms of educational administration

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