How Organizational Citizenship Behavior Stimulant: Transformational Leadership Identification Model Approaches
Background: Workers with Organizational Citizenship Behavior (OCB) are more likely to put in more effort and go above and beyond what is required of them. Workers who accept the company's aims and values and step up their efforts to work hard for the company's advantage, and are proud of t...
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| Format: | Article |
| Language: | Indonesian |
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Bogor Agricultural University
2024-09-01
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| Series: | Jurnal Aplikasi Bisnis dan Manajemen |
| Online Access: | https://journal.ipb.ac.id/index.php/jabm/article/view/55200 |
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| author | Mochamad Soelton Agus Arijanto Yanto Ramli Suprapto Irmayunita Subur Karyatun Anees Janee Ali |
| author_facet | Mochamad Soelton Agus Arijanto Yanto Ramli Suprapto Irmayunita Subur Karyatun Anees Janee Ali |
| author_sort | Mochamad Soelton |
| collection | DOAJ |
| description | Background: Workers with Organizational Citizenship Behavior (OCB) are more likely to put in more effort and go above and beyond what is required of them. Workers who accept the company's aims and values and step up their efforts to work hard for the company's advantage, and are proud of their company, the employee's willingness to take on a role that exceeds his main role in an organization, is referred to as extra-role behavior.
Purpose: This research aims to analyze the influence of Transformational Leadership and Job Satisfaction on Organizational Citizenship Behavior (OCB) with Organizational Commitment as a mediating variable in National Gas Company.
Design/methodology/approach: The data collection method uses a survey method, with the research instrument in the form of a questionnaire. The analysis used is statistical analysis in the form of SEM-PLS.
Findings/Result: The results of this research prove that transformational leadership has a positive and significant effect on OCB, the impact of job satisfaction on overall corporate branding (OCB) is both positive and not significant. However, the combination of job satisfaction and transformational leadership has a positive and significant effect on organizational commitment, which in turn has a positive and significant effect on OCB. While organizational commitment cannot mediate the influence of job satisfaction on OCB, it can partially mediate the influence of transformational leadership on OCB.
Conclusion: Leaders who have the ability to lead with a good transformational style will create an atmosphere of OCB among most of their employees, including employee work engagement will increase if the organization has a transformational leadership style. Including high and low job satisfaction does not affect the high or low level of employee OCB. Satisfied workers often exhibit high OCB behavior, which improves overall business success in the long run. This condition can trigger an increase in individual performance which will ultimately improve overall organizational performance.
Originality/value (State of the art): The study's intriguing conclusion is that there is no significant relationship between work satisfaction and OCB. This condition is possible because employees are able to behave in ways that exceed what is standardized by the employees themselves (beyond expectations), so that high job satisfaction does not necessarily encourage someone to carry out OCB as expected company.
Keywords: transformational leadership, job satisfaction, organizational citizenship behavior (OCB), organizational commitment, SEM-PLS |
| format | Article |
| id | doaj-art-bc163783fbde4869aaaf3ea001e8d7ff |
| institution | Kabale University |
| issn | 2528-5149 2460-7819 |
| language | Indonesian |
| publishDate | 2024-09-01 |
| publisher | Bogor Agricultural University |
| record_format | Article |
| series | Jurnal Aplikasi Bisnis dan Manajemen |
| spelling | doaj-art-bc163783fbde4869aaaf3ea001e8d7ff2025-02-07T08:01:38ZindBogor Agricultural UniversityJurnal Aplikasi Bisnis dan Manajemen2528-51492460-78192024-09-0110388388310.17358/jabm.10.3.88355200How Organizational Citizenship Behavior Stimulant: Transformational Leadership Identification Model ApproachesMochamad Soelton0Agus Arijanto1Yanto Ramli2Suprapto3Irmayunita4Subur Karyatun5Anees Janee Ali6Management Department, Faculty of Economics and Business, Universitas Mercu Buana, Jl. Meruya Selatan No 1, Meruya Selatan, Kembangan, West Jakarta 11650, IndonesiaManagement Department, Faculty of Economics and Business, Universitas Mercu Buana, Jl. Meruya Selatan No 1, Meruya Selatan, Kembangan, West Jakarta 11650, IndonesiaManagement Department, Faculty of Economics and Business, Universitas Mercu Buana, Jl. Meruya Selatan No 1, Meruya Selatan, Kembangan, West Jakarta 11650, IndonesiaManagement Department, Faculty of Economics and Business, Universitas Mercu Buana, Jl. Meruya Selatan No 1, Meruya Selatan, Kembangan, West Jakarta 11650, IndonesiaManagement Department, Faculty of Economics and Business, Universitas Mercu Buana, Jl. Meruya Selatan No 1, Meruya Selatan, Kembangan, West Jakarta 11650, IndonesiaManagement Department, Faculty of Economics and Business, Universitas Nasional, Jl. Sawo Manila No.1 Pejaten, Pasar Minggu, West Jakarta 11470, IndonesiaSchool of Management, Universiti Sains Malaysia, Level 1, Building E42, Chancellory II, Universiti Sains Malaysia, 11800 USM Penang, MalaysiaBackground: Workers with Organizational Citizenship Behavior (OCB) are more likely to put in more effort and go above and beyond what is required of them. Workers who accept the company's aims and values and step up their efforts to work hard for the company's advantage, and are proud of their company, the employee's willingness to take on a role that exceeds his main role in an organization, is referred to as extra-role behavior. Purpose: This research aims to analyze the influence of Transformational Leadership and Job Satisfaction on Organizational Citizenship Behavior (OCB) with Organizational Commitment as a mediating variable in National Gas Company. Design/methodology/approach: The data collection method uses a survey method, with the research instrument in the form of a questionnaire. The analysis used is statistical analysis in the form of SEM-PLS. Findings/Result: The results of this research prove that transformational leadership has a positive and significant effect on OCB, the impact of job satisfaction on overall corporate branding (OCB) is both positive and not significant. However, the combination of job satisfaction and transformational leadership has a positive and significant effect on organizational commitment, which in turn has a positive and significant effect on OCB. While organizational commitment cannot mediate the influence of job satisfaction on OCB, it can partially mediate the influence of transformational leadership on OCB. Conclusion: Leaders who have the ability to lead with a good transformational style will create an atmosphere of OCB among most of their employees, including employee work engagement will increase if the organization has a transformational leadership style. Including high and low job satisfaction does not affect the high or low level of employee OCB. Satisfied workers often exhibit high OCB behavior, which improves overall business success in the long run. This condition can trigger an increase in individual performance which will ultimately improve overall organizational performance. Originality/value (State of the art): The study's intriguing conclusion is that there is no significant relationship between work satisfaction and OCB. This condition is possible because employees are able to behave in ways that exceed what is standardized by the employees themselves (beyond expectations), so that high job satisfaction does not necessarily encourage someone to carry out OCB as expected company. Keywords: transformational leadership, job satisfaction, organizational citizenship behavior (OCB), organizational commitment, SEM-PLShttps://journal.ipb.ac.id/index.php/jabm/article/view/55200 |
| spellingShingle | Mochamad Soelton Agus Arijanto Yanto Ramli Suprapto Irmayunita Subur Karyatun Anees Janee Ali How Organizational Citizenship Behavior Stimulant: Transformational Leadership Identification Model Approaches Jurnal Aplikasi Bisnis dan Manajemen |
| title | How Organizational Citizenship Behavior Stimulant: Transformational Leadership Identification Model Approaches |
| title_full | How Organizational Citizenship Behavior Stimulant: Transformational Leadership Identification Model Approaches |
| title_fullStr | How Organizational Citizenship Behavior Stimulant: Transformational Leadership Identification Model Approaches |
| title_full_unstemmed | How Organizational Citizenship Behavior Stimulant: Transformational Leadership Identification Model Approaches |
| title_short | How Organizational Citizenship Behavior Stimulant: Transformational Leadership Identification Model Approaches |
| title_sort | how organizational citizenship behavior stimulant transformational leadership identification model approaches |
| url | https://journal.ipb.ac.id/index.php/jabm/article/view/55200 |
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