Exploring the interplay of transformational leadership, job satisfaction, and organizational commitment in enhancing organizational citizenship behavior

Abstract

This study investigates the intricate relationships between transformational leadership behaviours (TLB), job satisfaction (JS), organizational commitment (OC), and organizational citizenship behaviours (OCB) within the context of county governments in the United States. Drawing on a theoretical model that hypothesizes both direct and indirect effects of TLB on OCB, mediated by JS and OC, this research employs structural equation modelling to analyze survey data collected from 372 matched leader-follower pairs across various county governments. The findings substantiate the hypothesized model, revealing that TLB indirectly influences OCB through the mediating effects of JS and OC. Specifically, the study underscores the pivotal role of job satisfaction and organizational commitment as conduits through which transformational leadership exerts its positive impact on organizational citizenship behaviours. This research contributes to the literature by empirically validating a comprehensive model within the public sector context, thereby extending our understanding of the mechanisms through which transformational leadership fosters a conducive work environment that promotes OCB. The study's implications for leadership development and organizational policy within public sector organizations are discussed, alongside limitations and directions for future research.

Keywords: {'name': 'Transformational Leadership'}, {'name': 'Job Satisfaction'}, {'name': 'Organizational Commitment'}, {'name': 'Organizational Citizenship Behaviors'}, {'name': 'Public Sector Management'}

Authors & affiliations

Jonathan Muterera
Affiliation not supplied

David Hemsworth
Affiliation not supplied

Alireza Khorakian
Affiliation not supplied

Julia Brettle
Affiliation not supplied

Leila Kharazmi
Affiliation not supplied

Deposited references

Supplied references, not a list of publications citing this article.

Ahearne, M. (2000). An examination of the effects of leadership empowerment behaviors and organizational citizenship behaviors on sales team performance [doctoral dissertation, Indiana University].

DOI: 10.1111/j.2044-8325.1990.tb00506.x

DOI: 10.1006/jvbe.1996.0043

DOI: 10.1037//0033-2909.103.3.411

DOI: 10.1016/S1048-9843(03)00030-4

DOI: 10.1108/00251740410504412

DOI: 10.1002/job.283

DOI: 10.1177/009207038801600107

Banki, S. (2006). Effect of Transformational Leadership Behavior on Teachers' Citizenship Behavior [Masters Thesis, University of Toronto].

Barnard, C. (1938). The functions of the executive. Harvard University Press.

Bass, B. M. (1985). Leadership and performance beyond expectations. Free Press.

Bass, B. M., & Avolio, B. J. (2000). MLQ Multifactor Leadership Questionnaire Technical Report. Mindgarden Publishers Inc.

DOI: 10.5465/255908

DOI: 10.2307/255959

DOI: 10.1162/REST_a_00156

DOI: 10.1177/00131610121969460

Bollen, K., & Long, J. (1993). Testing Structural Equation Models. Sage Publications.

DOI: 10.1037/h0055617

Burns, J. M. (1978). Leadership. Harper & Row.

DOI: 10.1037//0021-9010.80.4.468

Byrne, B. M. (1994). Structural Equation Modelling with EQS and EQS/Windows: Basic Concepts, Applications, and Programming. Sage Publications.

Charles, R., & Emery, K. J. (2007). Barker. The Effect of Transactional and Transformational Leadership Styles on The Organizational Commitment and Job Satisfaction of Personnel. Journal of Organizational Culture, 20, 120-127.

DOI: 10.1177/002224377901600110

DOI: 10.1177/002224377401100303

DOI: 10.3200/JRLP.140.4.363-395

DOI: 10.1016/S0191-8869(99)00192-0

DOI: 10.5465/255951

Dossett, D., & Suszko, M. (1990). Re-examining the causal direction between job satisfaction and organizational commitment. annual meeting of the Society for Industrial and Organizational Psychology, Miami, FL,

Emery, C. R., & Barker, K. J. (2007). The Effect of Transactoional and Transformational Leadership Styles on the Organizational Commitment and Job Satisfaction of Customer Contact Personnel. Journal of Organizational Culture, Communication and Conflict, 11(1), 77-90.

DOI: 10.1037//0021-9010.74.6.855

DOI: 10.1108/01437730210419198

DOI: 10.1007/BF01385031

DOI: 10.1037//0735-7028.11.3.445

Hair, J., Anderson, R., Tatham, R., & Black, W. (1995). Multivariate Data Analysis with Readings (4 ed.). Prentice Hall.

Hair, J. F., Anderson, R. E., Tatham, R. L., & Black, W. C. (1998). Multivariate analysis. Englewood: Prentice Hall International.

DOI: 10.19030/jabr.v29i3.7785

Jöreskog, K., & Sörbom, D. (1993). LISREL 8: Structural Equation Modelling with the SIMPLIS Command Language. Scientific Software International.

Katz, D., & Kahn, R. L. (1966). The social psychology of organizations. Wiley.

DOI: 10.1093/jopart/mui013

DOI: 10.1002/job.4030160404

DOI: 10.5465/amr.1998.1255636

DOI: 10.1037//0021-9010.87.1.52

Liou, K., & Nyhan, R. C. (1994). Dimensions of organizational commitment in the public sector: An empirical assessment. Public Administration Quarterly, 18(1), 99-118.

Locke, E. A. (1976). The nature and causes of job satisfaction. Handbook of industrial and organizational psychology.

DOI: 10.1016/0749-5978(91)90037-T

DOI: 10.1177/03079459994506

DOI: 10.1016/1053-4822(91)90011-Z

DOI: 10.1177/001872679304600604

DOI: 10.2307/256913

DOI: 10.5465/amr.1983.4284606

DOI: 10.1016/S1053-4822(99)00042-X

DOI: 10.1016/B978-0-12-509370-5.50005-8

Muterera, J. (2012). Leadership behaviors and their impact on organizational performance in governmental entities. OIDA International Journal of Sustainable Development, 3(8), 19-24.

DOI: 10.1080/10967494.2015.1106993

DOI: 10.1080/09243450600565746

Organ, D. W. (1988). Organizational citizenship behavior: The good soldier syndrome. Lexington Books.

Organ, D. W. (1990a). The motivational basis of organizational citizenship behavior. Research in Organizational Behavior, 12, 43-72.

Organ, D. W. (1990b). The subtle significance of job satisfaction. Clinical Laboratory Management Review, 4, 94-98.

DOI: 10.1037//0021-9010.74.1.157

DOI: 10.1037//0021-9010.82.2.262

DOI: 10.1177/002224379403100303

DOI: 10.1177/014920639602200204

DOI: 10.1016/1048-9843(90)90009-7

DOI: 10.1177/014920630002600307

Price, J. L., & Mueller, C. W. (1986). Handbook of organizational measurement. International Journal of Manpower.

DOI: 10.1177/105268469500500102

DOI: 10.2307/976619

DOI: 10.5465/amr.1981.4285698

DOI: 10.1037//0021-9010.68.4.653

Smith, P. C. (1969). The measurement of satisfaction in work and retirement: A strategy for the study of attitudes.

Sorensen, W. B. (1985). A causal model of organizational commitment University of Iowa].

DOI: 10.4135/9781452231549

DOI: 10.5465/256600

Wakefield, D. S. (1982). Organizational commitment of full-time and part-time registered nurses: A contingency approach University of Iowa].

DOI: 10.1002/hrdq.1135

DOI: 10.5465/amr.1982.4285349

DOI: 10.1037//0021-9010.71.2.219