文章基本信息

标题：Perceived Transformational Leadership Style and Organizational Citizenship Behavior: A Case Study of Administrative Staff of University of the Punjab
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作者：Aamir Saeed ; Shahbaz Ahmad
期刊名称：European Journal of Business and Management
印刷版ISSN：2222-2839
电子版ISSN：2222-2839
出版年度：2012
卷号：4
期号：21
页码：150-158
语种：English
出版社：The International Institute for Science, Technology and Education (IISTE)
摘要：In today’s dynamic organizations, leadership plays a central role in achieving organizational goals. Leaders are recommended to adopt transformational leadership style to influence the subordinates so that they may involve in an extra role behavior like organizational citizenship behavior beneficial to organizational growth. This study aims to measure the level of perceived transformational leadership (TL) style, the level of organizational citizenship behavior (OCB), and to investigate the impact of perceived transformational leadership on employees’ organizational citizenship behavior. In transformational leadership style, an innovation or transformation is introduced to both within organization and among individuals. Organizational citizenship behavior is cooperative and constructive gestures that are neither mandated by the formal job role prescriptions nor directly or contractually compensated for by the formal organizational reward system. Based on previous research, it had hypothesized that the relationship observed between transformational leadership and various dimensions of OCB was positive. In this study, population comprised of all the administrative staff of the Punjab University consisted of 15 faculties. Multi-stage probability Sampling was used. Sample was drawn at two stages. Firstly, stratified random sampling was used during which 48 departments/institutes/centers were selected randomly from the available population. Secondly, simple random sampling was done during which 13 employees from each department/institute/center, working in B Class BS 10-16 from administrative staff of the Punjab University, Lahore were approached. Finally a sample of 480 employees with response rate 76% working in B Class BS 10-16 served as participants in this study, representing all the 15 faculties of the Punjab University, Lahore. The results suggest that transformational leadership and OCB are positively correlated. This study shows that transformational leaders encourage altruism, courtesy and conscientiousness in subordinates. So, organizations by using this can enhance the extra role behavior of the employees for their advantage. Key words : leadership, organizational behavior, employee motivation, organizational loyalty