Examining the relationship between transformational leadership and citizenship behavior of employees of the Iran Insurance Department (case study: Iran Insurance Department of Ardabil province)

Dissertation for Master's Degree in Executive Management

Strategic Management Orientation

June 2011

Abstract

The purpose of this research is to investigate the relationship between transformational leadership and organizational citizenship behavior of employees of Iran Insurance Department and its subsidiary companies and agencies in Ardabil province. This research seeks to find out whether there is a relationship between the transformational leadership style and the dimension of individual initiatives of citizenship behavior. Or is there a relationship between the transformational leadership style and the conscientious dimension of citizenship behavior? Or is there a relationship between the transformational leadership style and the chivalrous dimension of citizenship behavior? The present research is based on the objectives of the applied research, while this research is a correlational descriptive research from the point of view of data collection. The statistical population of this research is 244 employees of Iran's departments and companies and insurance agencies in Ardabil province, of which 145 people were selected using random sampling and the questionnaire was distributed among them. And this research is based on the data of the sampling method. In the form of simple random sampling, two questionnaires of transformational leadership style and organizational citizen behavior questionnaire were used to collect the required data. Descriptive and inferential statistics were used to analyze the data in this research. The most important statistical methods used in this research include tests such as Pearson's correlation coefficient, regression test, and one-way analysis of variance. The result showed that there is a positive and significant relationship between the components of organizational citizenship behavior and transformational leadership. Key words: transformational leadership, citizenship behavior.

1-1 Introduction

In today's competitive business environment, the main concerns and efforts of organizations are formed in the direction of their survival and development and comprehensive progress. In line with this important goal, managers are seeking to identify and optimally use resources and funds that require a lot of effort and expense to acquire. So, the winners of this field are the managers who use the mentioned funds in the most effective, efficient and productive way possible. Most of the resources of any organization are directed to its human, financial and technical resources, which is certainly the human capital that determines the direction and direction of other funds, because it is the human force that has recruited other resources with its abilities and with planning. (Batman and Organ[1], 1983)

used the term organizational citizenship behavior for the first time and consider it as actions taken by employees to improve productivity and solidarity and cohesion in the work environment, which is beyond the organizational requirements. Since the field of management enters newer topics and conquers more fields every day, and improving performance in the formation of the field of management has been an inviolable principle in the early schools of managing people in an organization with the behaviors described in the description. Jobs and the conditions for obtaining them were evaluated, but nowadays behaviors beyond that are also considered. Today, these behaviors are considered an integral part of performance management and are included in various aspects of the organization, and they are called behaviors in addition to the role or behavior of organizational citizenship. In this chapter, we have first stated the problem and the necessity of doing research, then we have given the goals and questions of the research and the theoretical and operational definition of the research terms. 1-2 Statement of the problem The new century has brought new waves of change. The environment around organizations has become more dynamic than before and has caused organizations to seek answers to these dynamics. For success and even survival in such an environment, it is necessary for organizations to move towards flexibility, dynamism and transformation and avoid stagnation. (Jamshidian and Yazdan­Shenas, 1387).

Stable and motionless management and leadership cannot last for a long time, the wave will either drown it, or the ship of this management and leadership will remain stuck in the mud. The views of many theorists indicate that today's organizations cannot stop the process and speed of changes, but only doubts, fluctuations and To turn instabilities into opportunities for learning, adaptation and harmony.

In order to deal with this uncertain environment and continuous changes, the need for people in the role of leaders is strongly felt. It is obvious that the traditional leadership will not survive in the third millennium and the world needs transformative leaders. will be (Ansari and Timuri, 1385)

Transformative leadership seeks to establish a relationship between individual and collective interests in order to allow subordinates to work for higher goals. Unlike traditional theories that are mainly focused on rational processes, this type of leadership emphasizes feelings and values ??and seeks the connection between individual and collective interests in order to allow subordinates to achieve goals. Excellent effort. Transformational leadership is realized when the leader increases the interests of his employees and informs them of their goals and missions and encourages their followers to think beyond individual resources. In today's competitive business environment, the main concern and efforts of organizations are formed in the direction of their survival and development and comprehensive progress. In line with this serious goal, managers are looking for the identification and optimal use of resources and capitals, whose acquisition has a lot of costs and efforts. So, the winners of this field are the managers who use the aforementioned funds in the most effective, efficient and productive ways possible. Most of the resources of any organization are directed to its human, financial and technical resources, which is certainly the human capital that determines one side and the other side of the capital, because it is the human force that has recruited other resources with its abilities and planning. (Batman Wargan, 1983)

They used the term organizational citizenship behavior for the first time and consider it as actions taken by employees to improve productivity and solidarity and cohesion in the work environment, which is beyond organizational requirements. Conscious and insightful individual behavior that is not directly and explicitly recognized by the official reward system and generally improves the functions of the organization. Conscious and insightful behavior does not mean the behavior that is required by the role or the job description agreed in the employment contract, this is the behavior of a person's free choice whose neglect does not result in punishment. This research It seeks to examine the relationship between transformational leadership and citizenship behavior of employees of the Iranian Insurance Agency in Ardabil province and answer this question. What is the relationship between transformational leadership and citizenship behavior of Iranian insurance employees in Ardabil province? And does this relationship improve the effectiveness of employees? 1-3 The importance and necessity of research Transformational leadership is one of the leadership paradigms in organizational psychology that has been extensively researched. Transformational leadership increases the satisfaction of subordinates and their trust in leadership, and also increases their emotional commitment. Leaders who show transformational behaviors create a set of positive results in the organization. On the other hand, outstanding organizational performance is not achieved through the efforts of ordinary employees. One of the reasons for the success of large organizations is that they have employees who strive beyond their official duties, that is, they have employees who demonstrate organizational citizenship behaviors. Research has shown that there is a positive relationship between transformational leadership and organizational citizenship behavior.

The study of people's behavior in work environments has long been of interest to management science thinkers, and with the emergence of the field of organizational behavior in the early 1960s, this became more serious. Many studies have attempted to classify behaviors and their causes. Perception, motivation, job attitudes, etc. are among the things that investigate the root of many human behaviors in the work environment.