Leadership and organizational citizenship behavior (OCB) in the financial service sector

Abstract

Leadership and organizational citizenship behavior (OCB) in the financial service sector:The case of the UAE

The Impact of Transactional and Transformational Leadership Style on Organizational Citizenship Behaviors

“…Thus, it was verified that, in this sample, the leadership style based on relations of exchange and rewards between leaders and subordinates (Bass, 1990) was only effective to predict the behaviors associated with the dissemination of a good organizational image in its external environment. These results are consistent with different earlier studies (Asgari et al,2008;Podsakoff et al, 2000;Suliman & Obaidly, 2013;Whittington et al, 2009) that also found the predictive power of transactional leadership on the OCB. Transactional leadership basically rests on rewarding appropriate behaviors and punishing counterproductive behaviors (Bass, 1999).…”

“…In that sense, different studies (Mackenzie, Podsakoff, & Rich, 2001;Omar et al, 2009;Zabihi & Hashemzehi, 2012) and meta-analyses (Wang et al, 2011) have evidenced the stronger power of the transformational leadership style to explain the OCB than the transactional leadership style. There is no consensus on these results though, as other studies have concluded that transactional leadership has greater predictive power on the OCB when compared to transformational leadership (Suliman & Obaidly, 2013;Whittington et al, 2009). Other studies have observed that neither transactional nor transformational leadership directly affect the OCB (Dai, Dai, Chen, & Wu, 2013).…”

“…This trust can make them engage in actions that go beyond the expectations about the targets that are to be achieved in function of their formal roles in the organization, leading the production of organizational citizenship behaviors. In that sense, some empirical evidence demonstrates that transactional leadership predicts the organizational citizenship behaviors (Asgari, Silong, Ahmad, & Samah, 2008;Podsakoff, MacKenzie, Paine, & Bachrach, 2000;Suliman & Obaidly, 2013;Whittington et al, 2009). Based on these considerations, the following hypothesis was established:…”

“…Thus, they start to identify with the organizational targets and share a collective identity that promotes the production of behaviors focused on promoting the common good, which characterize the organizational citizenship behaviors, like helping colleagues for example, overcoming challenges for the benefit of the common good and engaging in functions that are not directly associated with the prescribed tasks. In that sense, a considerable amount of empirical studies, undertaken in different occupational contexts (Asgari et al, 2008;Boerner et al, 2007;Eboli, 2010;Lian & Tui, 2012;Nguni, Sleegers, & Denesen, 2006;Omar, Zainal, Omar, & Khairudin, 2009;Piccolo & Colquit, 2006;Suliman & Obaidly, 2013), as well as recent meta-analyses (Wang et al, 2011), have appointed that the transformational leadership styles are positive predictors of OCB. Nevertheless, these relations have shown to be more prominent in collective cultures (Euwema et al, 2007).…”

“…Various recent studies (Babcock-Roberson & Strickland, 2011;Cho & Dansereau, 2010;Eboli, 2010;Humphrey, 2012;Lian & Tui, 2012;Song, Kang, Shin, & Kim, 2012;Suliman & Obaidly, 2013;Wang et al, 2011) have verified the relationships between transactional and transformational leadership styles and the organizational citizenship behaviors. These studies, however, have been mainly conducted in foreign samples.…”