Abstract
This paper seeks to examine the relationship between leadership styles and organization citizenship behavior within Malaysian companies. The main motivation for the study is to find out how a superior can achieve a greater understanding of the appropriateness of certain leadership styles when dealing with different subordinates’ competency level. Although there have been several studies that explored the relationship between leadership styles and citizenship behavior, hitherto there has yet a study carried out to examine the moderating effect of subordinates’competency level on such relationship. Based on the literature review the moderating effect of subordinates’ competency level is explored in order to develop the proposed framework of the study. Based on the framework, propositions linking leadership styles, subordinates’competency level and organizational citizenship behavior are developed.
Highlights
Transactional leadership is based on exchange relationship where subordinates agreed with, accepted, or complied with the superior in exchange for rewards, resources or the avoidance of disciplinary action (Podsakoff, Todor & Skov, 1982; Podsakoff, MacKenzie, Moorman & Fetter, 1990)
This study is motivated to find out how a superior can achieve a greater understanding of the appropriateness of certain leadership styles when dealing with different subordinates’ competency level
Evidences from past researches suggest that when the superior has a choice in selecting leadership styles, he/she would be more inclined toward the transformational style, rather than transactional leadership, in order to achieve greater subordinates’ Organizational Citizenship Behavior (OCB)
Summary
Inappropriate leadership styles may trigger negative consequences, which might further increase the sensitivity and susceptibility to misunderstanding, which in turn decreases the subordinates’ OCB. Past researches have extensively studied transactional leadership as the core component of effective leadership behavior in organizations. This was prior to the introduction of transformational leadership theory into the literature (Bass, 1985; Burns, 1978; House, 1977). Transactional leadership is based on exchange relationship where subordinates agreed with, accepted, or complied with the superior in exchange for rewards, resources or the avoidance of disciplinary action (Podsakoff, Todor & Skov, 1982; Podsakoff, MacKenzie, Moorman & Fetter, 1990)
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