Nexus of Leadership Style, Organizational Climate, Motivation and OCB in Jordanian Telecommunications

Abstract

Purpose: This study aims to explore the relationships between leadership style, organizational climate, motivation, and organizational citizenship behaviors (OCB) among lower and middle-level employees in Jordanian telecommunications companies. The primary goal is to investigate how leadership style and organizational climate influence OCB, with motivation serving as an intermediary variable. By examining these interrelationships, the research seeks to provide insights into the factors shaping employee behaviors and performance within organizational settings. Methods: A random sample approach was utilized to select 450 employees from three Jordanian telecommunications companies. Self-completed questionnaires were distributed via email to the respondents during the latter half of 2021, resulting in 350 usable responses for analysis. Smart PLS 3.0 software was employed to test the interrelationships between leadership style, organizational climate, motivation, and OCB. The study utilized structural equation modeling (SEM) techniques to examine the direct and indirect effects of the variables of interest. Results and discussion: The findings reveal significant relationships between transformational leadership, transactional leadership, organizational climate, motivation, and OCB among employees in the telecommunications sector. Specifically, transformational and transactional leadership styles, as well as organizational climate, were found to significantly influence both motivation and OCB. The analysis also supported three hypotheses on the mediation effects of motivation. These results contribute to a deeper understanding of the complex dynamics driving employee behaviors and performance within organizational contexts. Implications of the research: The research findings carry implications for organizational leaders, managers, and policymakers seeking to enhance employee engagement, performance, and organizational citizenship behaviors. By recognizing the influence of leadership style and organizational climate on motivation and OCB, organizations can develop strategies to foster a positive work environment and cultivate a culture of proactive employee behaviors. The study underscores the importance of aligning leadership practices and organizational climate with motivational factors to promote desirable outcomes and organizational effectiveness. Originality/value: This study contributes to the literature by providing insights into the relationships between leadership style, organizational climate, motivation, and OCB within the context of Jordanian telecommunications companies. The examination of these interrelationships offers a unique perspective on the factors shaping employee behaviors and performance. Moreover, by exploring the mediating role of motivation, the study advances our understanding of the mechanisms through which leadership and organizational factors influence employee engagement and citizenship behaviors. The research adds to the body of knowledge on organizational behavior and provides practical implications for fostering a positive workplace environment and enhancing organizational effectiveness.