Impact of Transformational Leadership on Employee Performance and Organizational Citizen Behavior
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.
-
Organizational Citizenship Behavior OCB, Transformational Leadership, Employee Performance
-
(1) Fauzia Ahmed
Lecturer, Institute of Management Sciences, University of Balochistan, Quetta, Balochistan, Pakistan.
(2) Saubia Ramzan
Dean, Faculty of Management Sciences, Business and IT, University of Balochistan, Quetta, Balochistan, Pakistan.
(3) Nagina Gul
Assistant Professor, Faculty of Management Sciences, Balochistan University of Information Technology, Engineering & Management Sciences, (BUITEMS) Quetta, Balochistan, Pakistan.
- Atwater, Leanne E, Dionne, Shelley D, Camobreco, John F, Avolio, Bruce J, & Lau, Alan. (1998). Individual attributes and leadership style: Predicting the use of punishment and its effects. Journal of Organizational Behavior, 19(6), 559-576.
- Avolio, Bruce J, Bass, Bernard M, & Jung, Dong I. (1999). Reâ€Âexamining the components of transformational and transactional leadership using the Multifactor Leadership. Journal of occupational and organizational psychology, 72(4), 441-462.
- Bass, Bernard M, & Yammarino, Francis J. (1991). Congruence of self and others' leadership ratings of naval officers for understanding successful performance. Applied Psychology, 40(4), 437-454.
- Bass, Bernard M, Avolio, Bruce J, Jung, Dong I, & Berson, Yair. (2003). Predicting unit performance by assessing transformational and transactional leadership. Journal of applied psychology, 88(2), 207.
- Bass, Bernard M. (2008). The Bass handbook of leadership. Theory, research and managerial applications, 4.
- Boehnke, Karen, Bontis, Nick, DiStefano, Joseph J, & DiStefano, Andrea C. (2003). Transformational leadership: an examination of cross-national differences and similarities. Leadership & Organization Development Journal, 24(1), 5-15.
- Bono, Joyce E, & Judge, Timothy A. (2003). Self-concordance at work: Toward understanding the motivational effects of transformational leaders. Academy of Management Journal, 46(5), 554-571.
- Chen, Ming-Jer, & MacMillan, Ian C. (1992). Nonresponse and delayed response to competitive moves: The roles of competitor dependence and action irreversibility. Academy of Management Journal, 35(3), 539-570.
- Conger, Jay A, & Kanungo, Rabindra N. (1988). The empowerment process: Integrating theory and practice. Academy of management review, 13(3), 471-482.
- Erdogan, Berrin, & Enders, Jeanne. (2007). Support from the top: supervisors' perceived organizational support as a moderator of leader-member exchange to satisfaction and performance relationships. Journal of Applied Psychology, 92(2), 321.
- House, Robert J, & Aditya, Ram N. (1997). The social scientific study of leadership: Quo vadis? Journal of management, 23(3), 409-473.
- Humphreys, John H. (2005). Contextual implications for transformational and servant leadership: A historical investigation. Management Decision, 43(10), 1410-1431.
- Hurtz, Gregory M, & Donovan, John J. (2000). Personality and job performance: the Big Five revisited. Journal of applied psychology, 85(6), 869.
- Judge, Timothy A, & Piccolo, Ronald F. (2004). Transformational and transactional leadership: a meta-analytic test of their relative validity. Journal of applied psychology, 89(5), 755.
- Kark, Ronit, Shamir, Boas, & Chen, Gilad. (2003). The two faces of transformational leadership: empowerment and dependency. Journal of applied psychology, 88(2), 246.
- Kelloway, E Kevin, Loughlin, Catherine, Barling, Julian, & Nault, Alison. (2002). Selfâ€ÂReported Counterproductive Behaviors and Organizational Citizenship Behaviors: Separate but Related Constructs. International Journal of Selection and Assessment, 10(1â€Â2), 143-151.
- Kent, Aubrey, & Chelladurai, Packianathan. (2003). Multiple sources of leadership and employee reactions in a State Parks and Recreation Department. Journal of Park and Recreation Administration, 21(1), 38-60.
- LePine, Jeffrey A, Erez, Amir, & Johnson, Diane E. (2002). The nature and dimensionality of organizational citizenship behavior: a critical review and meta-analysis. Journal of applied Psychology, 87(1), 52.
- Luthans, Fred, & Avolio, Bruce. (2003). Authentic leadership development. Positive organizational scholarship, 241, 258.
- Madhu, B, & Krishnan, Venkat R. (2005). Impact of transformational leadership and Karma Yoga on organizational citizenship behaviour. Prestige Journal of management and research, 9(1), 1-20.
- Organ, Dennis W. (1994). Personality and organizational citizenship behavior. Journal of Management, 20(2), 465-478.
- Özaralli, Nurdan. (2003). Effects of transformational leadership on empowerment and team effectiveness. Leadership & Organization Development Journal, 24(6), 335-344.
- Paré, Guy, & Tremblay, Michel. (2007). The influence of high-involvement human resources practices, procedural justice, organizational commitment, and citizenship behaviors on information technology professionals' turnover intentions. Group & Organization Management, 32(3), 326-357.
- Piccolo, Ronald F, Greenbaum, Rebecca, Hartog, Deanne N den, & Folger, Robert. (2010). The relationship between ethical leadership and core job characteristics. Journal of Organizational Behavior, 31(2â€Â3), 259-278.
- Podsakoff, Philip M, MacKenzie, Scott B, Lee, Jeong-Yeon, & Podsakoff, Nathan P. (2003). Common method biases in behavioral research: a critical review of the literature and recommended remedies. Journal of applied psychology, 88(5), 879.
- Purvanova, Radostina K, Bono, Joyce E, & Dzieweczynski, Jessica. (2006). Transformational leadership, job characteristics, and organizational citizenship performance. Human performance, 19(1), 1-22.
- Rhoades, Linda, Eisenberger, Robert, & Armeli, Stephen. (2001). Affective commitment to the organization: the contribution of perceived organizational support. Journal of applied psychology, 86(5), 825.
- Shaffer, RD, & Shaffer, Margaret A. (2005). EMOTIONAL INTELLIGENCE ABILITIES, PERSONALITY AND WORKPLACE PERFORMANCE. Paper presented at the Academy of Management Proceedings.
- Shin, Shung Jae, & Zhou, Jing. (2003). Transformational leadership, conservation, and creativity: Evidence from Korea. Academy of Management Journal, 46(6), 703-714.
- Spreitzer, Gretchen M, & Mishra, Aneil K. (2002). To stay or to go: Voluntary survivor turnover following an organizational downsizing. Journal of Organizational Behavior, 23(6), 707-729.
- Treviño, Linda K, Weaver, Gary R, & Reynolds, Scott J. (2006). Behavioral ethics in organizations: A review. Journal of management, 32(6), 951-990.
- Wayne, Sandy J, Shore, Lynn M, Bommer, William H, & Tetrick, Lois E. (2002). The role of fair treatment and rewards in perceptions of organizational support and leader-member exchange. Journal of applied psychology, 87(3), 590.
- Williams, Larry J, & Anderson, Stella E. (1991). Job satisfaction and organizational commitment as predictors of organizational citizenship and in-role behaviors. Journal of management, 17(3), 601-617.
- Yukl, Gary, Gordon, Angela, & Taber, Tom. (2002). A hierarchical taxonomy of leadership behavior: Integrating a half century of behavior research. Journal of Leadership & Organizational Studies, 9(1), 15-32.
Cite this article
-
APA : Ahmed, F., Ramzan, S., & Gul, N. (2020). Impact of Transformational Leadership on Employee Performance and Organizational Citizen Behavior. Global Management Sciences Review, V(III), 109-119. https://doi.org/10.31703/gmsr.2020(V-III).12
-
CHICAGO : Ahmed, Fauzia, Saubia Ramzan, and Nagina Gul. 2020. "Impact of Transformational Leadership on Employee Performance and Organizational Citizen Behavior." Global Management Sciences Review, V (III): 109-119 doi: 10.31703/gmsr.2020(V-III).12
-
HARVARD : AHMED, F., RAMZAN, S. & GUL, N. 2020. Impact of Transformational Leadership on Employee Performance and Organizational Citizen Behavior. Global Management Sciences Review, V, 109-119.
-
MHRA : Ahmed, Fauzia, Saubia Ramzan, and Nagina Gul. 2020. "Impact of Transformational Leadership on Employee Performance and Organizational Citizen Behavior." Global Management Sciences Review, V: 109-119
-
MLA : Ahmed, Fauzia, Saubia Ramzan, and Nagina Gul. "Impact of Transformational Leadership on Employee Performance and Organizational Citizen Behavior." Global Management Sciences Review, V.III (2020): 109-119 Print.
-
OXFORD : Ahmed, Fauzia, Ramzan, Saubia, and Gul, Nagina (2020), "Impact of Transformational Leadership on Employee Performance and Organizational Citizen Behavior", Global Management Sciences Review, V (III), 109-119
-
TURABIAN : 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 (2020): 109-119. https://doi.org/10.31703/gmsr.2020(V-III).12