Abstract
This study examined the influence of transformational-transactional leadership behaviour on organisational citizenship behaviour in self-managed work teams and the augmenting effect of transformational-transactional leadership behaviour. This cross-sectional correlation study was conducted on 93 self-managed work teams in a multinational manufacturing company. Data were collected through group face-to-face administration by the researcher and statistically analysed through Pearson correlation, partial correlation and multiple regressions. Results showed that both transactional and transformational leadership behaviour have a positive influence on organisational citizenship behaviour among team members. Transformational leadership behaviour, however, has a greater influence on organisational citizenship behaviour compared to transactional leadership behaviour. The results also conf rmed the augmenting effect of transformational leadership behaviour on the relationship between transactional leadership behaviour and organisational citizenship behaviour.
Highlights
The shift from the use of strict hierarchical structures and individualised jobs to team-based work designs, such as self-managed work-team structures, has increased the importance of employees’ behaviours that are beyond employees’ formal role requirements to ensure organisational effectiveness (Borman, 2004; Farh, Zhong & Organ, 2004; LePine, Erez & Johnson, 2002)
The results revealed that both transactional leadership behaviour (r(93) = 0.48, p < 0.01) and transformational leadership behaviour (r(93) = .63, p < .01) were significantly and positively related to organisational citizenship behaviour (M = 3.58, SD = 0.27)
This study aimed to examine the influence of transactionaltransformational leadership behaviour on organisational citizenship behaviour in self-managed work teams and the augmenting effect of transformational-transactional leadership behaviour on its relationship with organisational citizenship behaviour
Summary
The shift from the use of strict hierarchical structures and individualised jobs to team-based work designs, such as self-managed work-team structures, has increased the importance of employees’ behaviours that are beyond employees’ formal role requirements to ensure organisational effectiveness (Borman, 2004; Farh, Zhong & Organ, 2004; LePine, Erez & Johnson, 2002). Such work systems require team members to take up ‘extra-roles’ by undertaking tasks that are above and beyond the call of their duty to help team members so that their work teams function effectively (LePine et al, 2002; Smith, Organ & Near, 1983) Behaviours such as volunteering to carry out tasks that are not formally a part of the job, persisting with extra effort when necessary, helping and cooperating with other people serve as a critical catalyst to organisational effectiveness (Borman, 2004). Such discretionary behaviour or extrarole behaviour is described as organisational citizenship behaviour (George & Bettenhausen, 1990; LePine et al, 2002; Organ, 1988; Podsakoff, Ahearne & MacKenzie, 1997; Smith et al, 1983; Van der Vegt, Van de Vliert & Oosterhof, 2003)
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