The role of organizational culture and transformational leadership in the tendency to organizational citizenship behavior

Document Type : Research Paper

Authors

1 PhD in Educational Management, Allameh Tabatabai University, Tehran, Iran

2 Ph.D Educational Adminstration, Kharazmi University, Tehran, Iran

Abstract

By examining the organizational culture, the possible reaction of employees to organizational changes can be evaluated, predicted and guided, changes can be facilitated and new developments in the organization can be sustained. Transformational leadership creates the most effective organization by creating emotional contexts and contexts. One of the reasons for the success of large organizations is that they have employees who go beyond their formal duties; That is, employees who exhibit organizational citizenship behaviors. The purpose of this study is to explain the role of organizational culture and transformational leadership in the tendency to organizational citizenship behavior of education managers in Tehran.This study is a descriptive-correlational study that examines the tendency of education managers in Tehran to organizational citizenship behavior, based on two variables of organizational culture and transformational leadership. The statistical population of the present study includes all managers of education staff in Tehran in 1398. From the statistical population, a sample of 143 people was selected using a simple random sampling formula of Cochran. Denison's Organizational Culture Questionnaire with 60 questions, Afrenbass and Olivier Transformation Leadership Questionnaire with 20 questions and Podsakov Organizational Citizenship Behavior Questionnaire with 24 questions were used to collect data.The reliability of the organizational culture questionnaire with Cronbach's alpha coefficient of 0.89, the multi-factor leadership questionnaire with Cronbach's alpha coefficient of 0.83 and the organizational citizenship behavior questionnaire with Cronbach's alpha coefficient of 0.84 were confirmed.Data were described and analyzed using Pearson correlation coefficient and stepwise regression analysis. The results show that there is a positive and significant correlation between organizational culture and its dimensions (involvement in work, adaptation, adaptability and mission) with the tendency to organizational citizenship behavior of Tehran education managers and among the dimensions of culture Organizational, after mission, is the main "predictor" of organizational citizenship behavior of Tehran education staff managers.The results also show that there is a positive and significant correlation between transformational leadership and its dimensions (personal consideration, mental motivation, inspirational motivation and ideal influence) with the tendency of organizational citizenship behavior of Tehran education managers and among the dimensions of leadership The transformational, motivational dimension has the greatest ability to predict the tendency to organizational citizenship behavior.
Organizational culture is a set of values, beliefs, perceptions and inferences and ways of thinking and thinking in which the members of the organization have common features and it is what is taught to new members of the organization as a phenomenon and represents the value system. Is an organization and acts as a behavioral norm for employees. Recognition of organizational culture as an important necessity is a priority in the activities of managers of organizations, because with accurate knowledge of organizational culture and familiarity with its characteristics, management can organize its short-term, medium-term and long-term plans and face the challenges. And prepare the competition and increase its probability of success and survival rate.
In today's challenging world, organizations strive to hire employees who go beyond their assigned role and role in order to compete globally, meet customer needs and expectations, and adapt to the changing nature of the job; Because it is believed that these behaviors are reflected beyond the role in performance appraisal, affect employee participation in programs and can be said to be an effective factor in job involvement, organizational commitment and self-esteem.
In today's management literature, behaviors beyond the role of employees that are spontaneous and conscious are referred to as "organizational citizenship behavior." A good organizational citizen is an idea that includes a variety of employee behaviors; Such as accepting and assuming additional duties and responsibilities, the role and adherence to organizational rules and procedures that contribute to the effective performance of the organization. According to the mentioned contexts and the tendency to organizational citizenship behavior is one of the basic necessities of organizations, the present study explains the role of organizational culture and transformational leadership tendency to organizational citizenship behavior of Tehran education staff managers and for this purpose tries to Answer the following questions:
1- Is there a significant relationship between organizational culture and its dimensions (involvement in work, adaptation, adaptability and mission) with the tendency to organizational citizenship behavior in the managers of education headquarters in Tehran?
2- Is there a significant relationship between transformational leadership and its dimensions (mental persuasion, ideal influence, inspirational motivation and personal consideration) with the tendency to organizational citizenship behavior in the directors of education in Tehran?
3- Do the predictive dimensions of organizational culture (involvement in work, adaptation, adaptability and mission) have the ability to predict the tendency to organizational citizenship behavior in the education managers of Tehran?
4- Do the predictive dimensions of transformational leadership (subjective persuasion, ideal influence, inspirational motivation and personal consideration) have the ability to predict the tendency to organizational citizenship behavior in the managers of Tehran's education headquarters?

Findings from explaining the role of organizational culture and transformational leadership in the tendency to organizational citizenship behavior showed that there is a positive and significant correlation between the two variables of organizational culture and tendency to organizational citizenship behavior and also between the two variables of transformational leadership and tendency to organizational citizenship behavior.
In other words, the more attention is paid to organizational culture and transformational leadership in Tehran education, the more likely they are to increase their tendency towards organizational citizenship behavior. This finding indicates the obvious need for the tendency towards organizational citizenship behavior in variables such as organizational culture and transformational leadership in education in Tehran, which is also mentioned in the statements of Asgari et al. (2008) and Modasir and Singh (2000). . Findings showed that there is a positive relationship between organizational culture and its components and with the tendency to organizational citizenship behavior of managers.

If the Department of Education engages its managers in decision-making and policy-making and plans for team building and development of managers' capabilities, and also managers are aware of the core values of the organization and are aware of And if there is internal integration and external adaptability in education and managers are aware of the mission and philosophy of existence, mission, goals and strategies, these cases will cause organizational citizenship behavior of education managers.
Also, if the senior managers of the education department have a positive relationship with the middle managers of their subdivisions, influence them and encourage them towards organizational goals, consider mutual respect, increase the motivation of their followers to work and differentiate. Individuals of their followers should pay attention to the tendency of organizational citizenship behavior in followers.

Keywords


Adebayo, D. O. (2005). Ethical attitudes and prosaically behavior in the Nigeria police: Moderator effects of perceived organizational support and public recognition. Policing, 28(4), 684-705.
Al-Husseini, A. M. (2006). The impact of transformational leadership and empowerment on project management. Dissertation Abstracts International, 68(03)..
Alicia, S. M. (2008). Matching ethical work climate to in-role and extra role behaviors in a collective work setting. Journal of Business Ethics. 79: 43-55.
Al-Sada, M., Al-Esmael, B., & Faisal, M. N. (2017). Influence of organizational culture and leadership style on employee satisfaction, commitment and motivation in the educational sector in Qatar. EuroMed Journal of Business.
gari, A., Silong, A. D., Ahmad, A., & Samah, B. A. (2008). The relationship between transformational leadership behaviors, organizational justice, leader-member exchange, perceived organizational support, trust in management and organizational citizenship behaviors. European Journal of Scientific Research, 23(2), 227-242.
Barling, J., Slater, F., & Kelloway, E. K. (2000). Transformational leadership and emotional intelligence: An exploratory study. Leadership & Organization Development Journal.
Bass, B. M., & Avolio, B. J. (2000). MLQ, Multifactor Leadership Questionnaire sampler set: Technical report, leader form, rater form, and scoring key for MLQ form 5x-short. Mind Garden.
Brief, A. P., & Motowidlo, S. J. (1986). Prosocial organizational behaviors. Academy of management Review, 11(4), 710-725.
Burke, S., & Collins, K. M. (2001). Gender differences in leadership styles and management skills. Women in management review.
Castro,  C.  B.,  Armario,  E.  M.  &  Ruiz,  D.  M.  (2004).  The  influence  of  employee organizational  citizenship  behavior  on  customer  loyalty,  International Journal  of  Service  Industry  Management,  15(1), pp. 27-53.
Chen,  X.  P.,  Fahr,  J.  L.  (2001).  Transformational  and  transactional  leader behaviors  in  Chinese  organizations:  differential  effects  in  the  people's republic  of  china  and  Taiwan.  Advances  in  Global  Leadership,  2(3),  101-126.
Coleman,  V.  I.,  &  Borman,  W.  C.  (2000).  Investigating  the  underlying  structure of  the  citizenship  performance  domain.  Human  resource  management review,  10(1),  25-44.
Crawford,  C.  B.  (2005).  Effects  of  transformational  leadership  and  organizational position on knowledge management.  Journal  of  knowledge management.
Denison,  D.  (2000).  Organizational  culture:  Can  it  be  a  key  lever  for  driving organizational  change?,  in  S.  Cartwright  and  C.  Cooper.  (Eds.)  The Handbook  of  Organizational  Culture. London:  John  Wiley  &  Sons.
Farh,  J.  L.,  Zhong,  C.  B.,  &  Organ,  D.  W.  (2004).  Organizational  citizenship behavior  in  the  People's  Republic  of  China.  Organization  Science,  15(2), 241-253.
George,  J.  M.,  &  Brief,  A.  P.  (1992).  Feeling  good-doing  good:  a  conceptual analysis the mood at work-organizational spontaneity relationship.  Psychological  bulletin,  112(2), 310.
Graham,  J.  W.  (1991).  An  essay  on  organizational  citizenship  behavior,  Employee Rights and Responsibilities  Journal, 4(4),  249-78.
Harel,  R.,  Schwartz,  D.,  &  Kaufmann,  D.  (2020).  Organizational  culture  processes for  promoting  innovation  in  small  businesses.  EuroMed  Journal  of  Business.
Higgs,  M.  )2003(.  How  can  we  make  sense  of  leadership  in  the  21st  century? Journal   of  Leadership and  Organization Development,  24(5), 273-284.
Humphreys,  H.  (2005).  Contextual  implications  for  transformational  and  servant leadership;  Management  Decision.  43(10), 1410-1431.
Hwang,  K.,  &  Choi,  M.  (2017).  Effects  of  innovation-supportive  culture  and organizational  citizenship  behavior  on  e-government  information  system security  stemming  from  mimetic  isomorphism.  Government  Information Quarterly,  34(2), 183-198.
Khan, M.  A.,  Ismail,  F.  B., Hussain,  A.,  &  Alghazali, B.  (2020).  The  interplay  of leadership  styles,  innovative  work  behavior,  organizational  culture,  and organizational  citizenship  behavior.  SAGE  Open,  10(1),  2158244019898264.
Kirkbride,  P.  (2006).  Developing  transformational  leaders:  the  full  range leadership model  in action.  Industrial  and commercial  training.
Modassir,  A.,  Singh,  T.  (2008).  Relationship  of  emotional  intelligence  with transformational  leadership  and  organizational  citizenship  behavior. International  journal  of  leadership studies,  4(1), 3-21.
Netemeyer,  R.  G.,  Boles,  J.  S.,  McKee,  D.  O.,  &  McMurrian,  R.  (1997).  An investigation  into  the  antecedents  of  organizational  citizenship  behaviors  in a personal  selling  context.  Journal  of  marketing,  61(3),  85-98.
Organ,  D.  W.  (1988).  Organizational  citizenship  behavior:  the  good  soldier syndrome, Lexington,  MA;  Lexington Books.
Podsakoff,  P.  M.,  MacKenzie,  S.  B.,  Paine,  J.  B.,  &  Bachrach,  D.  G.  (2000). Organizational  citizenship  behaviors:  A  critical  review  of  the  theoretical  and empirical  literature  and  suggestions  for  future  research.  Journal  of management,  26(3), 513-563.
Spector,  P.  E.,  &  Fox,  S.  (2002).  An  emotion-centered  model  of  voluntary  work behavior:  Some  parallels  between  counterproductive  work  behavior  and organizational  citizenship  behavior.  Human  resource  management review,  12(2),  269-292.
Tracey,  J.  B.,  &  Hinkin,  T.  R.  (1996).  How  transformational  leaders  lead  in  the hospitality industry. International Journal of Hospitality Management,  15(2), 165-176.
Twigg,  N.  W.,  Fuller,  J.  B.,  &  Hester,  K.  (2008).  Transformational  leadership  in labor  organizations:  the  effects  on  union  citizenship  behaviors.  Journal  of Labor Research,  29(1),  27-41.
Van  Dyne,  L.,  Graham,  J.  W.,  &  Dienesch,  R.  M.  (1994).  Organizational citizenship behavior: Construct redefinition, measurement, and validation.  Academy of  management  Journal,  37(4), 765-802.
Vigoda-Gadot,  E.,  Beeri,  I.,  Birman-Shemesh,  T.,  &  Somech,  A.  (2007).  Grouplevel  organizational  citizenship  behavior  in  the  education  system:  A  scale reconstruction  and  validation.  Educational  Administration  Quarterly,  43(4), 462-493.
Wong,  Y.  T.,  Ngo,  H.  Y.,  &  Wong,  C.  S.  (2006).  Perceived  organizational  justice, trust,  and  OCB:  A  study of  Chinese  workers  in  joint  ventures  and  state-owned enterprises.  Journal  of  World Business,  41(4), 344-355.