Triple mediation of attitude to bridge transformational leadership on organizational citizenship behavior

Abstract

This study was conducted to determine the Organizational Citizenship Behavior (OCB) of correctional officers at the Super Maximum-Security Prison in Indonesia which is influenced by Transformational Leadership (TL) either directly or indirectly through Affective Organizational Commitment (AOC), Job Satisfaction (JS) and Job Self-Efficacy (JSE). This research was conducted on 224 prison officers as a sample size. Data was collected by means of a questionnaire distributed via Google Form. Robustness was built in two stages; the first stage was through a try out of research instruments and the second stage was through data collection which was done with the time lagged method. Furthermore, the data were analyzed using Structural Equation Modeling (SEM) with the help of AMOS 24 software. The results of this study indicate that triple mediation consisting of AOC, JS and JSE fully mediates the effect of TL on OCB. The novelty of this research lies in the role of triple mediation as the focuses of the study. Furthermore, the triple mediation has been proven to fully mediate the effect of TL on OCB thus may serve as empirical evidence that contribute to theoretical and practical developments in the fields of Human Resource Management and Organizational Behavior.

Organizational Culture, Transformational Leadership, and Work Motivation's Effect on ABA Kindergarten Teachers' Performance and OCB

“…Organizational citizenship behavior (OCB) is employee behavior that benefits all organizational activities (Yuwono et al, 2023). The OCB defines discretionary conduct as voluntary overtime labor without pressure (Sarfraz et al, 2022), taking extra hours, attending workplace activities, and advising on organizational development (Khan et al, 2020).…”

“…OCBs will impact future organizational efficiency and profitability (Massoudi et al, 2020). Yuwono et al (2023) found that this benefits all organizational activities. However, poor organizational culture lowers job satisfaction and OCB rates (Endrejat, 2021;Habeeb, 2019).…”

“…In education, the head of school administers fair policies, incorporates teachers in decision-making, and develops healthy connections between subordinates and superiors to increase teacher performance (Hermanto & Srimulyani, 2022). Through common norms (Khan et al, 2020), motivated personnel will professionally and supportively construct organizational culture, encouraging organizational commitment (Yuwono et al, 2023).…”

“…Public-sector organizations are using collaborative innovation to solve challenging problems and boost productivity (Baa & Chattoraj, 2022). OCBs commonly form in the public sector due to a lack of qualified people, prompting them to volunteer their time and efforts to better the organization (Yuwono et al, 2023). Public sector managers must be innovative, risktaking, and able to encourage subordinates to seize chances (Lee et al, 2022).…”

“…To boost teacher effectiveness, the head of school creates policies that include equitable remuneration, teacher involvement in decision-making, and harmonious subordinate-superior relationships (Hermanto & Srimulyani, 2022). This policy establishes general rules to promote a professional and successful organizational culture that fosters commitment ( Khan et al, 2020;Yuwono et al, 2023).…”