How to The Impact on Transformational Leadership Style and Job Motivation On Organizational Citizenship Behaviour (OCB) With Job Satisfaction as Mediating Variables at Outsourcing Company

This study aims to analyze the effect of transformational leadership style and work motivation on employee organizational citizenship behavior (OCB) mediated by employee job satisfaction. The object of the research is employees of PT. Sumberdaya Dian Mandiri with a sample of 95 people. Methods of data collection using questionnaire data collection and library research. Data analysis method using Partial Least Square. The result of this study show that (1) transformational leadership has a positive but not significant effect on organizational citizenship behavior (OCB); (2) work motivation has a positive and significant effect on organizational citizenship behavior (OCB); (3) transformational leadership has a positive and significant effect on job satisfaction; (4) work motivation has a positive and significant effect on job satisfaction; (5) job satisfaction has a positive but not significant effect on organizational citizenship behavior (OCB); (6) job satisfaction in mediating transformational leadership on organizational citizenship behavior (OCB) has a positive but not significant effect, and (7) job satisfaction in mediating work motivation on organizational citizenship behavior (OCB) has a positive and significant effect.

How firms can achieve positive employee outcomes

Purpose Turnover intention remains an issue for many firms but can be effectively reduced if a transformational leadership style is adopted. Psychological empowerment of employees by such leaders helps increase both loyalty to the firm and willingness to engage in organizational citizenship behavior. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings Turnover intention remains an issue for many firms but can be effectively reduced if a transformational leadership style is adopted. Psychological empowerment of employees by such leaders helps increase both loyalty to the firm and willingness to engage in organizational citizenship behavior. Originality/value The briefing saves busy executives and researchers’ hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

Ethical leadership, perceived leader–member ethical communication and organizational citizenship behavior: development and validation of a multilevel model

PurposeThis study provides a systematic testing of ethical leadership and organizational citizenship behavior (OCB) by examining the underlying mechanisms of leader motivation language on ethics through which ethical leadership influences followers’ OCB at the team level.Design/methodology/approachA multilevel model was validated via with structural equation modeling (SEM) from hierarchical linear modeling (HLM) based on data collected in a Malaysian organization.FindingsThe perceived leader–member ethical communication at the team-level makes a unique contribution beyond the ethical leadership in explaining OCBs.Originality/valuePerceived leader–member ethical communication mediates the relationship between ethical leadership and OCB.

The moderating role of remote work in the relationship between organizational culture and OCB: case studies from the financial sector

PurposeThe purpose of this article is to show how remote working affects employees' organizational citizenship behavior (OCB).Design/methodology/approachThe authors conducted research on organizations in the financial sector, as this segment was able to easily adapt to the challenges of remote working and teleworking. They used the case study approach: they analyzed organizational documents and management communications related to crisis management back to March 2020, when the pandemic started in Hungary, and conducted semi-structured interviews with managers and subordinates.FindingsThe results highlighted that the dominant organizational culture determines the effects of remote working on OCB. In organizations with a dominant market culture, OCB has changed the least because of the home office, with only a decline in the dimension of civic virtue. In organizations with a dominant clan culture, conscientiousness decreased, while the other three dimensions increased. The dominant hierarchy culture reacted the most unfavorably, excluding the dimension of courtesy, as all dimensions decreased.Originality/valueThe study shows how the pandemic and working in home office have changed the dimensions of OCB in different organizational cultures.

Impression Management and Organizational Citizenship Behaviour of Hotels in Rivers State, Nigeria

This work examined the nexus amongst impression management (IM) and organizational citizenship behaviour (OCB) of hotels in Rivers state, Nigeria. A cross-sectional survey was conducted, covering a population of 341 workers (341) from twenty hotels. The study drew a sample size of 181 workers. The study employed a basic random sampling method. Copies of the questionnaire were distributed for data collection. The spearman rank order correlation coefficient was used to analyze the hypotheses. According to the studies, self-promotion and exemplification have a strong correlation with indicators of corporate citizenship behavior. Thus, the study concluded that a well-executed impression management approach in the form of self-promotion and exemplification in hotels would aid in the enhancement of an employee’s altruistic and attentive conduct. The study suggested, among other, that hotel workers employ a diplomatic self-promotion technique of impression management in order to increase the organization’s altruistic behavior.