Open Access Open Access  Restricted Access Subscription or Fee Access
Total views : 1110

Leadership Styles Affecting Organizational Citizenship Behaviour in Selected IT Organizations in Chennai

Affiliations

  • Research Scholar, Sathyabama University, Jeppiaar Nagar, Rajiv Gandhi Salai, Chennai-600 119, India
  • Associate Professor, St. Joseph's College of Engineering, Jeppiaar Nagar, Old Mamallapuram Road, Chennai - 600 119, India

Abstract


Leadership style is the manner and approach of providing direction, implementing plans, and motivating people. It is the ability that affects the performance of individuals in organizations. This study aims to identify the leadership styles practiced in selected IT organizations and its effect on the employee's organizational citizenship behaviour (OCB). The leadership styles considered for the study were transactional and transformational leadership styles. The research was carried out by administering a well-structured questionnaire and the responses were collected. It was found that the leaders in the selected IT organizations exhibited a combination of transactional and transformational leadership styles. The various qualities were also discussed in the study to decide the leader's style. The study also brought out that the impact of transactional and transformational leadership styles on OCB will lead to the benefit of the organization by increasing productivity, efficiency, and satisfaction among the employees.

Keywords

Leadership Styles, Organizational Citizenship Behaviour (OCB), Transactional Leadership Style, Transformational Leadership Styles

D2, D23, M1, M12, O1, O15

Paper Submission Date: December 16, 2013 ; Paper sent back for Revision : February 2, 2014; Paper Acceptance Date : March 10, 2014.


Full Text:

 |  (PDF views: 6)

References


  • Bass, B.M. (1985). Leadership and performance beyond expectations. New York: Free Press.

  • Bass, B.M. (1990). From transactional to transformational leadership: Learning to share the vision. Organizational Dynamics, 18 (3), 19-31. DOI : http://dx.doi.org/10.1016/0090-2616(90)90061-S

  • Burns, J. M. (1978). Leadership. New York: Harper and Raw.

  • Dixon, D. (1998). The balanced CEO: A transformational leader and a capable manager. Healthcare Forum Journal, 41(2), 26-29.

  • Goleman, D. (2000). Leadership that gets results. Harvard Business Review, 78 (2), 78-90.

  • Howell, J. M., & Avolio, B. J. (1993). Transformational leadership, transactional leadership, locus of control, and support for innovation: Key predictors of consolidated-business-unit performance. Journal of Applied Psychology, 78 (6), 891-902.

  • Katz, D., & Kahn, R.L. (1966). The social psychology of organizations. New York: Wiley.

  • Lowe, K. B. (1996). Effectiveness correlates of transformational and transactional leadership: A meta-analytic review of the MLQ literature. The Leadership Quarterly, 7 (3), 385-425. DOI : http://dx.doi.org/10.1016/S1048-9843(96)90027-2

  • Organ, D. W. (1988). Organizational citizenship behavior: The good soldier syndrome. Lexington, M.A: D.C. Heath and Company.

  • Organ, D. W., Podsakoff, P. M., & MacKenzie, S. B. (2006). Organizational citizenship behavior: Its nature, antecedents, and consequences. USA: Sage Publications, Inc.

  • Podsakoff, N. P., Whiting, S. W., Podsakoff, P. M., & Blume, B. D. (2009). Individual - and organizational - level consequences of organizational citizenship behaviors: A meta - analysis. Journal of Applied Psychology, 94 (1), 122-141. DOI:10.1037/a0013079

  • Podsakoff, P. M., MacKenzie, S. B., Moorman, R. H., & Fetter, R. (1990). Transformational leader behaviors and their effects on followers' trust in leader satisfaction, and organizational citizenship behaviors. Leadership Quarterly, 1(2), 107-142.

  • Schuster, J. P. (1994). Transforming your leadership style. Association Management, 46(1), 39-43.

  • Smith, C. A., Organ, D. W., & Near, J. P. (1983). Organizational citizenship behavior: Its nature and antecedents. Journal of Applied Psychology, 68(4), 653-663.

  • Williams, L. J., & Anderson, S. E. (1991). Job satisfaction and organizational commitment as predictors of organizational citizenship and in-role behaviors. Journal of Management, 17(3), 601-617. DOI: 10.1177/014920639101700305


Refbacks

  • There are currently no refbacks.


Bookmark and Share