Determinants of Transformational Leadership and Organizational Citizenship Behavior

By Krishnan, Venkat R.; Arora, Pooja | Asia-Pacific Business Review, January-March 2008 | Go to article overview

Determinants of Transformational Leadership and Organizational Citizenship Behavior


Krishnan, Venkat R., Arora, Pooja, Asia-Pacific Business Review


Using a sample of 93 superior-subordinate dyads from various organizations in India, this study looked at the relationships between leader's organizational citizenship behavior (OCB), transformational leadership, and follower's OCB. It also looked at leader's public self-consciousness and self-monitoring as antecedents to leader OCB, and leader's social skills and even-temperedness as antecedents to follower OCB. Results show that public self-consciousness is positively related to leader OCB, leader OCB is positively related to transformational leadership, and transformational leadership, social skills, and even-temperedness are positively related to follower OCB.

Introduction

As activities increasingly span departmental or functional boundaries, the need for teamwork, shared responsibilities, and consultative activities is unusually high. Employees may need to exhibit a high degree of behavior not explicitly detailed in formal job descriptions. In addition, at the managerial levels, job descriptions are not exhaustive and often managers are expected to engage in organizational citizenship behavior (OCB) (Podsakoff, MacKenzie, Paine, & Bachrach, 2000). As it would be beneficial for an organization if its members were to engage in OCB, the next important question would be: How can organizations increase these OCBs? Transformational leaders motivate and inspire their followers to go beyond the call of duty so that they are willing to put in extra effort on the job, help their co-workers, and engage in other organizationally beneficial activities (Bass, 1998). This paper looks at the role of leader's two personality dimensions (social skills and even-temperedness) and transformational leadership in influencing the emergence of OCB in followers. It also examines one behavioral dimension (leader OCB) as an antecedent to transformational leadership, and leader's two personality dimensions (public self-consciousness and self-monitoring) as antecedents to Leader OCB.

Theory and Hypotheses

Transformational Leadership

Downton (1973) coined the term transformational leadership but it is Burns' (1978) work that led to the emergence of transformational leadership as an important approach to leadership. Burns (1978) described transformational leadership as a relationship in which leaders and followers raise one another to higher levels of morality and motivation. Transformational leadership can be viewed as a micro level process between individuals and as a macro level process that changes the social systems and reforms institutions (Yukl, 2001). Bass (1985) built on Burns (1978) work and described transformational leadership in terms of the impact that it has on followers; they feel trust, admiration and loyalty towards the leader who encourages them to perform beyond expectations.

Several studies have shown that transformational leadership results in enhanced effectiveness and subordinate satisfaction (Dumdum, Lowe, & Avolio, 2002). Transformational leadership positively predicts subordinate extra effort and performance beyond expectations, along with higher levels of commitment, cohesion, potency, identification, trust, and satisfaction (Avolio, 2004). Hater and Bass (1988) found that subordinates' ratings of transformational leadership differentiated top performing managers from ordinary managers. Kirkpatrick & Locke (1996) found that vision implementation through task cues and communication style (components of transformational leadership) had a differential impact on followers' attitudes and performance. Schyns (2001) found that transformational leadership was positively related to follower's occupational self-efficacy. Contextual variables can affect the receptivity to transformational leadership (Shamir, & Howell, 1999). Felfe and Schyns (2002) showed that task demands moderated the relationship between transformational leadership and follower's self-efficacy. …

The rest of this article is only available to active members of Questia

Already a member? Log in now.

Notes for this article

Add a new note
If you are trying to select text to create highlights or citations, remember that you must now click or tap on the first word, and then click or tap on the last word.
One moment ...
Default project is now your active project.
Project items

Items saved from this article

This article has been saved
Highlights (0)
Some of your highlights are legacy items.

Highlights saved before July 30, 2012 will not be displayed on their respective source pages.

You can easily re-create the highlights by opening the book page or article, selecting the text, and clicking “Highlight.”

Citations (0)
Some of your citations are legacy items.

Any citation created before July 30, 2012 will labeled as a “Cited page.” New citations will be saved as cited passages, pages or articles.

We also added the ability to view new citations from your projects or the book or article where you created them.

Notes (0)
Bookmarks (0)

You have no saved items from this article

Project items include:
  • Saved book/article
  • Highlights
  • Quotes/citations
  • Notes
  • Bookmarks
Notes
Cite this article

Cited article

Style
Citations are available only to our active members.
Buy instant access to cite pages or passages in MLA, APA and Chicago citation styles.

(Einhorn, 1992, p. 25)

(Einhorn 25)

1. Lois J. Einhorn, Abraham Lincoln, the Orator: Penetrating the Lincoln Legend (Westport, CT: Greenwood Press, 1992), 25, http://www.questia.com/read/27419298.

Cited article

Determinants of Transformational Leadership and Organizational Citizenship Behavior
Settings

Settings

Typeface
Text size Smaller Larger Reset View mode
Search within

Search within this article

Look up

Look up a word

  • Dictionary
  • Thesaurus
Please submit a word or phrase above.
Print this page

Print this page

Why can't I print more than one page at a time?

Help
Full screen

matching results for page

    Questia reader help

    How to highlight and cite specific passages

    1. Click or tap the first word you want to select.
    2. Click or tap the last word you want to select, and you’ll see everything in between get selected.
    3. You’ll then get a menu of options like creating a highlight or a citation from that passage of text.

    OK, got it!

    Cited passage

    Style
    Citations are available only to our active members.
    Buy instant access to cite pages or passages in MLA, APA and Chicago citation styles.

    "Portraying himself as an honest, ordinary person helped Lincoln identify with his audiences." (Einhorn, 1992, p. 25).

    "Portraying himself as an honest, ordinary person helped Lincoln identify with his audiences." (Einhorn 25)

    "Portraying himself as an honest, ordinary person helped Lincoln identify with his audiences."1

    1. Lois J. Einhorn, Abraham Lincoln, the Orator: Penetrating the Lincoln Legend (Westport, CT: Greenwood Press, 1992), 25, http://www.questia.com/read/27419298.

    Cited passage

    Thanks for trying Questia!

    Please continue trying out our research tools, but please note, full functionality is available only to our active members.

    Your work will be lost once you leave this Web page.

    Buy instant access to save your work.

    Already a member? Log in now.

    Oops!

    An unknown error has occurred. Please click the button below to reload the page. If the problem persists, please try again in a little while.