The transformational leadership predictors of organisational citizenship behaviour

Abstract

Orientation: Despite increased interest in the human resource aspect in organisations, managers still find it challenging to manage organisational citizenship behaviour (OCB) of employees to enhance organisational success, performance and effectiveness. To improve OCB, one needs to examine how leadership styles and the organisational climate influence employees’ behaviour, as these factors are pertinent in shaping employees’ motivation and attitudes, which in turn enhance OCB.
Research purpose: The study aims to examine the influence of transformational leadership and organisational climate on OCBs of employees.
Motivation for the study: Within academic institutions, people are a critical driver of success, shaping how effectively and efficiently the organisation functions. This makes it important to study discretionary behaviours, such as OCB, which have been shown to enhance overall organisational performance.
Research approach/design and method: This study used a quantitative approach and surveyed 220 support staff members in a University in the Western Cape Province. Data for the study were gathered from an online survey of Google Forms questionnaires and analysed with a structural equation model to investigate the relationships among the variables of transformational leadership and organisational climate and OCB.
Main findings: The study found that both transformational leadership and organisational climate had positive and significant effects on OCB.
Practical/managerial implications: The likelihood of employees engaging in OCB increases when organisational leaders embrace transformational leadership and cultivate a supportive, positive workplace climate.
Contribution/value-add: This study elevates the existing knowledge by adding knowledge on organisational climate, organisational citizenship behaviour and transformational leadership.