Psychological identification with job: a leadership-OCB mediator

Abstract

Purpose This study aims to examine influence of transformational and transactional leadership styles on employees’ organisational citizenship behaviours (OCBs), as well as the mediating role of job involvement in the Ghanaian hospitality industry. Design/methodology/approach Data were gathered from 258 employees in some selected hotels and restaurants in the Greater Accra Region of Ghana through a survey and analysed using covariance-based structural equation modelling. Findings The results indicated that both leadership styles influenced employees’ OCBs positively. Furthermore, job involvement positively influenced OCB and mediated between transformational leadership and OCB but not between transactional leadership and employees’ OCBs. Practical implications The study reaffirms the importance of employees’ OCBs and recommends that hotels and restaurants must encourage their supervisors to exhibit more transformational leadership behaviours (motivational, inspirational and visionary behaviours), as well as a combination of transformational and transactional leadership behaviours which can influence their employees to go beyond formal requirements, and get more involved in their jobs to the benefit of the organisations. Originality/value This study reveals the extent to which internal motivations of employees, specifically their job involvement, causes their extra-role behaviours and influences the leaders–OCB relationships from a developing country perspective.

The Role of Transformational and Transactional Leadership as Predictors of Organizational Citizenship Behavior in Education System

“…There is an inconsistency in the results of the previous studies between TAL and OCBs. For example, Ali et al, 2014;Dartey-Baah and Addo, 2019;and Nguni et al, 2006, reported that TAL has a positive and significant impact on OCBs. On the other hand, studies conducted by Abu Nasra and Arar (2020); Arar and Abu Nasra (2019); TAL has a non-significant effect on OCBs among teachers.…”

“…Leaders following TFLs would inspire the confidence, loyalty, and respect of dependents and motivate them to participate in organizationfriendly conduct that exceeds expectations (Bass, 1985); in contrast, TAL leaders are subject to pre-determined targets based on rewards and contingent incentive strategies and outstanding management (Bass and Avolio, 1990;. Both leadership styles TFL and TAL have been confirmed significantly correlated and impact on OCBs (Dartey-Baah and Addo, 2019;. Several prior studies investigated and examined both styles of leadership, TFL and TAL, in the school context (Ali et al, 2014;Nahum-Shani and Somech, 2011;Nguni et al, 2006).…”

“…For example, TFL has a positive impact on OCBs (Lee and Low, 2016;Nguni et al, 2006), while TFL had insignificant impact on OCBs (Dai et al, 2013). Further, TAL has a positive impact on OCBs (Ali et al, 2014;Mekpor and Dartey-Baah, 2017;Nguni et al, 2006) and non-significant impact with Al-Duhaidahawi et al, 2020;Jameel et al, 2021;Lian and Tui, 2012;and Mahmood et al, 2019. OCBs are a dilemma which has received growing attention in the school sector (Abu Nasra and Arar, 2020;Dartey-Baah and Addo, 2019). The impact on OCBs has been examined in several studies in the Western environment.…”

“…The findings of studies conducted in the west of the environment could not generalize the Iraqi environment due to differences in culture, infrastructure, and education system. Most of the former studies regarding leadership and OCBs have been conducted in the hospitality sector (Dartey-Baah and Addo, 2019;Nguni et al, 2006) and manufacturing industry (Hassi, 2018;Lee and Low, 2016) while limited studies conducted among school teachers (Abu Nasra and Arar, 2020;Ali et al, 2014), particularly in Iraq context (Al Delawi, 2019).…”

The Relationship Between Transactional Leadership and OCB: A Conditional Analysis of Organizational Justice Perception and Psychological Contract Fulfillment

“…For instance; research that has explored task leader conduct (i.e., transactional leadership, contingent reward, initiating structure) conveyed that effective leaders can illustrate certain roles, resolve issues, and coordinate maneuvers (Bass, 1985; Burns, 1978; Karam et al, 2019; Podsakoff et al, 2006; Yukl, 2012). Positive effects of leaders on employee attitudes and behaviors have been established in the relevant literature (e.g., Dartey-Baah & Addo, 2019; Gardner et al, 2010). The current research looks into transactional leadership and its influence within an organizational perspective.…”