Transformational leadership: Effects on workplace spirituality, emotional intelligence, and organizational citizenship behaviours / Nauman Majeed
Organizational Citizenship Behaviour (OCB) of the organizational members is becoming progressively vital and understanding how OCB works in organizations is an important issue of investigation equally for researchers and practitioners. OCB is recognized as extra-role behaviours performed beyond the...
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Format: | Thesis |
Published: |
2018
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Online Access: | http://studentsrepo.um.edu.my/11790/1/Nauman.pdf http://studentsrepo.um.edu.my/11790/2/Nauman.pdf http://studentsrepo.um.edu.my/11790/ |
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Summary: | Organizational Citizenship Behaviour (OCB) of the organizational members is becoming progressively vital and understanding how OCB works in organizations is an important issue of investigation equally for researchers and practitioners. OCB is recognized as
extra-role behaviours performed beyond the stated job requirements. Study of OCB in academicians and in educational institutions is of high value that definitely needs
attention. Leadership and Organizational Citizenship Behaviour (OCB) stayed at the
pinnacle in the arena of organizational behaviour research since decades and has attained
significant consideration of scholars pursuing to define multifaceted dynamics of
leadership and their influence on follower’s behaviour at work. This study aims to
investigate the relationship between Transformational Leadership (TL) and OCB of
academicians in public sector higher education institutions in Pakistan. Despite the
importance of influencing subordinates for leadership effectiveness, leaders in
universities are usually not aware of their leadership style to influence and motivate
employees, bring about extra effort and to increase the performances of the universities.
This study examines how transformational leadership influences citizenship behaviours
through rarely used dimensions OCBO (Organization) & OCBI (Individual) directly and
indirectly through exploring the mediating role of Workplace Spirituality (WS) and
Emotional Intelligence (EI). The current study develops an integrated research model to
investigate the proposed relationships and how the variables influence the dependent
variable. Two theoretical models social exchange and transformational leadership were
adopted and integrated to describe the causal linkages between the independent and dependent variables. Subsequently, twelve hypotheses were developed and tested based
on the integrated research model. A questionnaire that reflects the research constructs is
developed to collect the primary data for this study. The data were collected from 408
academicians employed in eight public sector universities of Pakistan. Since this study is
quantitative with a deductive approach, it employs Partial Least Squares – Structural
Equation Modelling (PLS-SEM) to validate and confirm research model by testing the
relationships that were hypothesized. This study focuses on a second-order hierarchical
latent variable model that include reflective - formative relationships. In this study
typology of (second-order), a hierarchical latent variable model with a focus on the
repeated indicator approach is used. The findings of this study provide empirical evidence
for the significant influence of workplace spirituality and emotional intelligence on the
relationship between transformational leadership and OCB. The PLS results showed that
all evaluation factors have statistically significant impact on OCBO and OCBI except the
relationship between EI and OCBI and whether EI mediates the relationship between
transformational leadership and OCBI was found not to be significant. Out of twelve
hypotheses, ten are supported except two. The findings make a significant contribution to
organizational behaviour and leadership literature and propose that organizations should
implement practices that help in building the climate of OCB in organizations.
Furthermore, the study findings approve the influence of workplace spirituality and
emotional intelligence on the relationship between transformational leadership and OCB.
Finally, various study implications, limitations, and future research are highlighted.
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