Examining the Impact of Transformational Leadership, Organizational Citizenship Behaviors, and Organizational Performance: A Dual Perspective in the Public Sector
DOI:
https://doi.org/10.33423/jlae.v21i2.7026Keywords:
leadership, accountability, ethics, transformational leadership behaviors, organizational citizenship behaviors, organizational performance, public sector, leader-follower perceptionAbstract
The study utilizes a direct-indirect effects model to examine the connections among Transformational Leadership Behaviors (TLB), Organizational Citizenship Behaviors (OCB), and Organizational Performance (OP) within the public sector. TLB data were collected from leaders and followers, allowing for comparison between leader-perception and follower-perception models. A survey methodology involved 1,364 participants from U.S. county government executives and followers, analyzed using structural equation modeling. It aims to bridge gaps in the literature by integrating TLB, OCB, and organizational-level performance into one model, providing nuanced insights into their interactions. Findings support TLB’s positive impact on OCB and OP and OCB’s positive influence on OP. Differences in leader and follower perceptions highlight the need for comprehensive evaluation. The study addresses the limitations of prior research by considering both leader and follower perspectives, contributing to understanding leadership’s role in organizational performance. Practically, it suggests strategies for enhancing performance through TLB fostering, OCB encouragement, and creating supportive work environments. Its originality lies in its holistic examination of TLB, OCB, and OP, offering valuable insights into the public sector and organizational practices.
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