The effects of transformational leadership on organisational citizenship behaviour: the role of organisational justice and affective commitment

Abstract

PurposeEven though the influence of transformational leadership on organisational citizenship behaviour (OCB) has been extensively studied in human resource management, evidence on the mechanisms through which transformational leadership affects OCB is only beginning to emerge. In view of the ambivalence about strategies of advancing OCB, this paper aims to establish whether and the extent to which the relationship between transformational leadership and OCB was mediated by organisational justice and affective commitment.Design/methodology/approachThe study was based on a random survey of 300 employees from a medium-sized public university, and 122 employees from public and private sector organisations in Lesotho. Partial least squares structural equation modelling and process macro techniques were used to analyse data.FindingsThe results confirmed significant paths between transformational leadership and organisational justice; organisational justice and affective commitment; and affective commitment and OCB. The results further suggested that perceived justice and affective commitment were significant serial mediators between transformational leadership and OCB.Practical implicationsElucidation of the nature of mediating factors between leadership and OCB would leverage organisations’ level of understanding of why transformational leadership is critical to promoting OCB, and hence encourage them to design programmes that would equip supervisors with skills necessary to enhance it.Originality/valueThis is one of the few theory-driven primary studies that examine the serial mediating roles of organisational justice and affective commitment in the transformational leadership – OCB relationship.