Examining the relationship between transformational leadership components and organizational citizenship behavior

Academic Thesis for Master's Degree

Public Administration-Transformation

Abstract

The extensive changes and globalization in today's world require a different and new leadership style that realizes the goals of the organization with the optimal use of material and human resources and assets and is able to develop capacities and use them. Leaders who, by creating new visions, formulating and developing insights and inspiration, cause transformation and innovation, and by motivating followers and creating commitment, responsibility and coordination in them, use organizational factors and elements in such a way that they both guarantee the survival of the organization and provide opportunities for their growth.

Organizational citizenship behavior is an individual and voluntary behavior that is not directly designed by official reward systems in the organization, but nevertheless It improves the effectiveness and efficiency of organizational performance (Kahn and Cole, 2004, quoted by Sheikh Esmaili, 2019). Therefore, the specific purpose of this research is to examine the relationship between the components of transformational leadership and organizational citizenship behavior (the study of Tehran District 8 municipality). In this research, the statistical population includes all employees of the 8th district of Tehran, whose number was 730. To determine the sample size, the sample size was determined using Morgan's table and at the 0.05 level of error and considering the size of the population. The number of samples was estimated to be 240 people. In the above research, the data collection method was a combination of library and field methods. The findings of the research show that: there is a significant correlation between transformational leadership and organizational citizenship behavior of employees of the 8th district of Tehran. Pearson's correlation value {-.214(**)} was calculated, which is significant at the 0.01 level. The result of this test is acceptance of the general assumption of the research; Therefore, it can be concluded that the transformational leadership of managers has a significant correlation with the organizational citizenship behavior of the employees of the 8th district of Tehran. Secondly, this correlation has become negative. This means that these two variables have a negative relationship. The reason can be the young age of the research participants and also the very small number of female participants. In relation to further investigations in this area, the researcher has made suggestions. Key words: leadership components, transformational leadership, organizational citizenship behavior. Introduction Extensive changes and globalization in today's world require a different and new leadership style that realizes the organization's goals with the optimal use of material and human resources and assets and is able to develop capacities and use them. Leaders who, by creating new visions, formulating and developing insights and inspiration, cause transformation and innovation, and by rousing followers and creating commitment, responsibility and coordination in them, they use organizational factors and elements in a way that both ensure the survival of the organization and provide the means for their growth. These leaders have the ability to act effectively in complex and risky situations and create this feeling in themselves and their subordinates to react appropriately to possible challenges and opportunities. Leaders who, by taking responsibility and using their imagination and realizing their imaginations and ideas, create commitment, voluntary participation and extraordinary effort in their subordinates and ultimately lead organizations towards learning organizations. Such leaders are called transformational leaders (Mortazavi et al., quoted by Mir Kamali, 2013).

So the winners of this field are the managers who use the mentioned capital 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 the funds, because it is the human force that has recruited other resources with its abilities and with planning (Yacoubi et al., 2013).

According to China, successful organizations need employees who work more than their usual duties and perform beyond the expectations of the organization and voluntarily use collective cooperation in order to achieve effectiveness. Behaviors that exceed the official expectations of the role, but are very important and even necessary for the survival of the organization, are defined as organizational citizenship behaviors (Shaabani et al., 2019); This variable has attracted the attention of researchers in the last few decades (Yagoubi et al., 2013), according to Padsakov et al.Behaviors that exceed the official expectations of the role, but are very important and even necessary for the survival of the organization, are defined as organizational citizenship behaviors (Shaabani et al., 2019); This variable has attracted the attention of researchers in the last few decades (Yagoubi et al., 2013), according to Padsakov et al. (2000), citizenship behavior is a very important factor in the effectiveness of organizations; To the extent that individual and organizational effectiveness can be seen as a direct result of such behavior (Sha'bani et al., 2019). This research aims to predict organizational citizenship behavior based on the components of transformational leadership, i.e., ideal characteristics, ideal behaviors, inspirational motivation, mental persuasion, and individual considerations. The theory of transformational leadership style is one of the theoretical frameworks in the world, which was proposed by Burns [2] (1978) and Bess [3] (1985). In recent years, much attention has been paid to testing the new managerial model of transformational leadership. Research also showed that there is a positive relationship between transformational leadership and employee commitment, low levels of job stress, job satisfaction and leader satisfaction, creativity, emotional intelligence, leader-follower exchange and organizational citizenship behavior (Bass, 1985; Smit et al., 1983; Organ, 1988; Boyal & Brison, 1988; Yukle, 1989; quoted by Yaqoubi et al., 2013).

In the academic and professional literature of management, considerable attention has been paid to understand the effect of extra-task roles of employees on their positive participation in the performance of organizations. Among various extra-task roles, the vital importance of citizenship behavior in organizational effectiveness has been proven for pragmatic managers. "Cohen and Vigoda" emphasized the importance of organizational citizenship behavior in all organizational forms and noted that organizational citizenship behavior improves organizational effectiveness in many ways. "Arturk" also believes in this regard, organizational citizenship behavior as a new model of employee behavior in the organization is used as a modern approach to modern human resource management in many organizations today. In general, citizenship behavior is a kind of valuable and useful behavior that people show voluntarily and willingly. In this way, it seems very important and necessary to study and investigate this kind of behavior of people in the organization (Islami and Siyar, quoted by Asadi et al., 2017). Despite the great interest in researching organizational citizenship behavior, its dimensions are not yet fully known, and different experts have presented different dimensions for those, which have many overlapping concepts, some of which are mentioned below:

behavior Helping[4]: It is an important form of organizational citizenship behavior that has been noticed by practically every person who has worked in this field. Conceptually, helping behaviors mean voluntary assistance to others (altruism, mediation, and encouragement) and preventing incidents and work problems (respect).

Altruism: Voluntary behaviors by employees to help people who are involved in work problems.

Mediation: Mediation occurs when a conflict causes a personal war between two or more people in a group. The mediator takes steps to resolve the conflicts and helps them to put aside the conflicts in order to avoid dishonor and to consider non-personal issues.

Encouragement: celebrating the successes of the colleagues (both small and big) which provides positive reinforcements to create positive collaborations, so that these collaborations can occur in the future. It is good for managers to appreciate the good work of their subordinates, but it is more effective when one or more colleagues notice it. Because people know that colleagues understand the value of what they do and appreciate it.

Respect: Oregon has stated that respect is a distinct form of organizational citizenship behavior because the other dimensions of citizenship behavior help to reduce or solve problems, but respect includes dimensions that prevent problems before they happen.

Chivalry[5]: Chivalry is a type of organizational citizenship behavior. which has received much less attention than helping behaviors. Organ (1990) defined chivalry as the willingness to tolerate unavoidable uncomfortable conditions at work without complaining or expressing discomfort.