The Importance of Organizational Citizenship Behavior as a Mediator between Transformational Leadership and Managerial Performance

Authors

  • Hendrawan Suko R University of Merdeka Malang, Indonesia
  • Achmad Firdiansjah University of Merdeka Malang Indonesia
  • Mokhamad Natsir University of Merdeka Malang Indonesia

DOI:

https://doi.org/10.31695/IJASRE.2021.33961

Keywords:

Organizational Citizenship Behavior, Transformational, Managerial Performance

Abstract

The study results on the effect of transformational leadership on employee performance show inconsistent results. It is necessary to re-examine and add a mediating variable, namely Organizational Citizenship Behavior (OCB), OCB as a mediating variable between transformational leadership and managerial performance. This article aims to analyze transformational leadership's effect on managerial performance through OCB at State Electricity Enterprise Ltd. This study's population were all Structural State Electricity Enterprise Ltd employees, which amounted to 48 people. Data analysis techniques using path analysis will present the path coefficient obtained from regression analysis in stages. The results of the study found that transformational leadership has a significant effect on managerial performance through OCB. OCB can mediate transformational leadership on managerial performance, which means that transformational leadership reflect by Intellectual Stimulation. Respondents agree that managerial employees learn to discover new things and show new ways of solving work problems and recognizing aspects. The critical aspects of a complex problem will allow leadership to recruit and interview and select new employees.

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Published

2021-01-10

How to Cite

Hendrawan Suko R, Achmad Firdiansjah, & Mokhamad Natsir. (2021). The Importance of Organizational Citizenship Behavior as a Mediator between Transformational Leadership and Managerial Performance. I. J. Of Advances in Scientific Research and Engineering-IJASRE (ISSN: 2454 - 8006), 7(1), 24-28. https://doi.org/10.31695/IJASRE.2021.33961