Transformational leadership, knowledge-based work passion and organizational citizenship behavior: A survey dataset from public university

Udin, U.

doi:10.22034/IJHCUM.2023.03.07

Document Type : ORIGINAL RESEARCH ARTICLE

Author

U. Udin

Department of Management, University of Muhammadiyah Yogyakarta, Yogyakarta, Indonesia

https://doi.org/10.22034/IJHCUM.2023.03.07

Abstract

BACKGROUND AND OBJECTIVES: The leadership styles in higher education, especially public universities, face enormous challenges in handling global situations, i.e., the Covid-19 pandemic. The current dataset of this study aims to verify how transformational leadership is more effective in influencing organizational citizenship behavior through knowledge-based work passion. Individuals with a high level of knowledge-based work passion are able to feel happiness, pride, and pleasure, and are totally involved and make sense of their work. In addition, they also show highly positive emotions toward the people around them and are happy to assist them.
METHODS: Structural equation modeling (SEM) with AMOS 21.0 software is used to analyze the data collected from 221 professional lecturers utilizing a purposive sampling technique from a total of 1,242 lecturers in Southeast Sulawesi, Indonesia public universities. The loading values of the survey instrument, composite reliability, and average variance extracted are tested to justify reliability and convergent validity for the measurement model in this study.
FINDINGS: The results show that transformational leadership positively and significantly affects knowledge-based work passion (β = 0.568, C.R. = 6.536; ρ < 0.001) but not organizational citizenship behavior (β = 0.061, C.R. = 0.608; ρ > 0.001). In addition, knowledge-based work passion directly has a positive and significant effect on organizational citizenship behavior (β = 0.696, C.R. = 3.571; ρ > 0.001). Further, the mechanism effect of transformational leadership on organizational citizenship behavior through knowledge-based work passion was tested. The result indicates the mediating role of knowledge-based work passion (β = 0.395, ρ > 0.001) in the relationship between transformational leadership and organizational citizenship behavior.

CONCLUSION: This study contributes significantly to organizational management practices, especially in the field of education, by identifying how transformational leadership improves organizational citizenship behavior through knowledge-based work passion. When individuals recognize their leaders as transformational, they are more likely to behave and engage in volunteering for extra tasks, having a positive work environment, feeling more connected to the organization and being flexible in their duties.

Keywords

Main Subjects

Human capital in urban management

OPEN ACCESS

©2023 The author(s). This article is licensed under a Creative Commons Attribution 4.0 International License, which permits use, sharing, adaptation, distribution and reproduction in any medium or format, as long as you give appropriate credit to the original author(s) and the source, provide a link to the Creative Commons license, and indicate if changes were made. The images or other third-party material in this article are included in the article’s Creative Commons license, unless indicated otherwise in a credit line to the material. If material is not included in the article’s Creative Commons license and your intended use is not permitted by statutory regulation or exceeds the permitted use, you will need to obtain permission directly from the copyright holder. To view a copy of this license, visit:

http://creativecommons.org/licenses/by/4.0/

PUBLISHER NOTE

Tehran Urban Research and Planning Center Publisher remains neutral concerning jurisdictional claims in published maps and institutional affiliations.

CITATION METRICS & CAPTURES

CURRENT PUBLISHER

Tehran Urban Research and Planning Center: Tehran Municipality

References

Althnayan, S.; Alarifi, A.; Bajaba, S.; Alsabban, A., (2022). Linking environmental transformational leadership, environmental organizational citizenship behavior, and organizational sustainability performance: a moderated mediation model. Sustainability, 14(14): 8779 (20 pages).

Amalia, P.R.; Wahyuningsih, S.H.; Surwanti, A., (2021). The mediating role of organizational citizenship behavior on the effect of passion and empowerment on job performance. J. Manaje. Bis., 12(2): 127-141 (15 pages).

Amarnani, R.K.; Lajom, J.A.L.; Restubog, S.L.D.; Capezio, A., (2020). Consumed by obsession: career adaptability resources and the performance consequences of obsessive passion and harmonious passion for work. Hum. Relat., 73(6): 811-836 (26 pages).

Ashforth, B.E.; Mael, F., (1989). Social identity theory and the organization. Acad. Manage. Rev., 14(1): 20-39 (20 pages).

Astuty, I.; Udin, U., (2020). The Effect of perceived organizational support and transformational leadership on affective commitment and employee performance. J. Asian Finance, Econ. Bus., 7(10): 401-411 (11 pages).

Avolio, B.J.; Walumbwa, F.O.; Weber, T.J., (2009). Leadership: current theories, research, and future directions. Annu. Rev. Psychol., 60(1): 421-449 (29 pages).

Bambale, A.J.A., (2014). Relationship between servant leadership and organizational citizenship behaviors: review of literature and future research directions. J. Mark. Manage., 5(1): 1-16 (16 pages).

Bass, B.M., (1985). Leadership and performance beyond expectations. New York: The Free Press.

Bass, B.M.; Avolio,B.J., (2004). Multifactor leadership questionnaire MLQ: manual and sampler Set. Redwood City: Mind Garden.

Bass, B.M.; Stogdill, R.M., (1990). Bass & Stogdill's handbook of leadership: theory, research, and managerial applications. New York: Simon & Schuster.

Baumgartner, H.; Homburg, C., (1996). Applications of structural equation modeling in marketing and consumer research: a review. Int. J. Res. Mark., 13(2): 139-161 (23 pages).

Birkeland, I.K.; Buch, R., (2015). The dualistic model of passion for work: discriminate and predictive validity with work engagement and workaholism. Motiv. Emotion, 39(3): 392-408 (17 pages).

Burns, J.M., (1978). Leadership. New York: Harper & Row.

Carmeli, A.; Atwater, L.; Levi, A., (2011). How leadership enhances employees’ knowledge sharing: the intervening roles of relational and organizational identification. J. Technol. Transfer, 36(3): 257-274 (18 pages).

Cho, C.C.; Kao, R.H., (2022). Developing sustainable workplace through leadership: Perspectives of transformational leadership and of organizational citizenship behavior. Front. Psychol., 13 (17 pages).

Chummar, S.; Singh, P.; Ezzedeen, S.R., (2019). Exploring the differential impact of work passion on life satisfaction and job performance via the work–family interface. Pers. Rev., 48(5): 1100-1119 (20 pages).

Deichmann, D.; Stam, D., (2015). Leveraging transformational and transactional leadership to cultivate the generation of organization-focused ideas. Leadersh. Q., 26(2): 204-219 (16 pages).

Dharmasasmita, A.; Molthan-Hill, P.; Smith, R.; Valero-Silva, N., (2020). Leadership competencies for a future-oriented leader. Switzerland: Springer Nature.

Duckworth, A., (2016). Grit: the power of passion and perseverance. New York, NY: Scribner.

Ferdinand, A., (2014). Structural equation modeling dalam penelitian manajemen. Semarang: BP Undip.

Finch, W.H., (2020). Using fit statistic differences to determine the optimal number of factors to retain in an exploratory factor analysis. Educ. Psychol. Meas., 80(2): 217-241 (25 pages).

Fraser, J.T., (2021). Of time, passion, and knowledge: Princeton University Press.

Gao, A.; Jiang, J., (2019). Perceived empowering leadership, harmonious passion, and employee voice: the moderating role of job autonomy. Front. Psychol., 10 (9 pages).

Gao, Y.; Zhang, Y., (2022). Coworker passion and its divergent effects on employee work and interpersonal behaviors. Acad. Manage. Proc., 2022(1): 14237 (11 pages).

Garad, A.; Yaya, R.; Pratolo, P.; Rahmawati, A., (2022). The relationship between transformational leadership, improving employee’s performance and the raising efficiency of organizations-in progress. Manage. Prod. Eng. Rev., 13(2): 15-30 (16 pages).

Hair, J.F.; Gabriel, M.; Patel, V., (2014). AMOS covariance-based structural equation modeling (CB-SEM): Guidelines on its application as a marketing research tool. Braz. J. Mark., 13(2): 44-55 (12 pages).

Hair, J.F.; Sarstedt, M.; Pieper, T.M.; Ringle, C.M., (2012). The use of partial least squares structural equation modeling in strategic management research: a review of past practices and recommendations for future applications. Long Range Plann., 45(5): 320-340 (21 pages).

Handayani, E.; Sholihin, M.; Pratolo, S.; Rahmawati, A., (2022). Do private universities achieve financial sustainability as a result of transformational leadership. Int. J. Sustainable Dev. Plann., 17(8): 2365-2374 (10 pages).

Hapsari, D.; Riyanto, S.; Endri, E., (2021). The Role of transformational leadership in building organizational citizenship: The civil servants of Indonesia. J. Asian Finance, Econ. Bus., 8(2): 595-604 (9 pages).

He, J.; Zhang, H.; Morrison, A.M., (2019). The impacts of corporate social responsibility on organization citizenship behavior and task performance in hospitality. Int. J. Contemp. Hospitality Manage., 31(6): 2582-2598 (17 pages).

Henseler, J.; Ringle, C.M.; Sarstedt, M., (2015). A new criterion for assessing discriminant validity in variance-based structural equation modeling. J. Acad. Mark. Sci., 43(1): 115-135 (21 pages).

Ho, V.T.; Astakhova, M.N., (2018). Disentangling passion and engagement: an examination of how and when passionate employees become engaged ones. Hum. Relat., 71(7): 973-1000 (28 pages).

Ho, V.T.; Astakhova, M.N., (2020). The passion bug: how and when do leaders inspire work passion? J. Organ. Behav., 41(5): 424-444 (21 pages).

Ho, V.T.; Kong, D.T.; Lee, C.H.; Dubreuil, P.; Forest, J., (2018). Promoting harmonious work passion among unmotivated employees: A two-nation investigation of the compensatory function of cooperative psychological climate. J. Vocational Behav., 106: 112-125 (14 pages).

Jachimowicz, J.M.; Wihler, A.; Galinsky, A.D., (2022). My boss' passion matters as much as my own: the interpersonal dynamics of passion are a critical driver of performance evaluations. J. Organ. Behav., 43(9): 1496-1515 (20 pages).

Kaiser, S.; Müller-Seitz, G.; Pereira Lopes, M.; Pina e Cunha, M., (2007). Weblog-technology as a trigger to elicit passion for knowledge. Organ., 14(3): 391-412 (22 pages).

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) (16 pages).

Khaola, P.; Rambe, P., (2021). The effects of transformational leadership on organisational citizenship behaviour: the role of organisational justice and affective commitment. Manage. Res. Rev., 44(3): 381-398 (18 pages).

Kim, E.J.; Park, S., (2019). The role of transformational leadership in citizenship behavior. Int. J. Manpower, 40(7): 1347-1360 (14 pages).

Kirkman, B.L.; Chen, G.; Farh, J.L.; Chen, Z.X.; Lowe, K.B., (2009). Individual power distance orientation and follower reactions to transformational leaders: A cross-level, cross-cultural examination. Acad. Manage. J., 52: 744-764 (21 pages).

Kline, R.B., (2015). Principles and practice of structural equation modeling, Fourth Edition: Guilford publications.

Koo, B.; Lee, E.S., (2022). The taming of machiavellians: differentiated transformational leadership effects on machiavellians’ organizational commitment and citizenship behavior. J. Bus. Ethics, 178(1): 153-170 (18 pages).

Lalande, D.; Vallerand, R.J.; Lafrenière, M.A.K.; Verner-Filion, J.; Laurent, F.A.; Forest, J.; Paquet, Y., (2017). Obsessive Passion: A Compensatory Response to Unsatisfied Needs. J. Person., 85(2): 163-178 (16 pages).

Le, B.P.; Lei, H.; Phouvong, S.; Than, T.S.; Nguyen, T.M.A.; Gong, J., (2018). Self-efficacy and optimism mediate the relationship between transformational leadership and knowledge sharing. Social Behav. Person.: Int. J., 46(11): 1833-1846 (14 pages).

MacKenzie, S.B., Podsakoff, P.M.,; Rich, G.A., (2001). Transformational and transactional leadership and salesperson performance. J. Acad. Mark. Sci., 29(2): 115-134 (20 pages).

Majeed, N.; Jamshed, S., (2021). Heightening citizenship behaviours of academicians through transformational leadership: Evidence based interventions. Qual. Quan., 55(2): 1-32 (32 pages).

Mubarak, N.; Khan, J.; Yasmin, R.; Osmadi, A., (2021). The impact of a proactive personality on innovative work behavior: the role of work engagement and transformational leadership. Leadersh. Organ. Dev. J., 42(7): 989-1003 (15 pages).

Najmuldeen, H.A., (2021). The level of passion for knowledge among high school students while learning social studies in Saudi Arabia. Asian J. Educ. Training, 7(4): 216-225 (10 pages).

Organ, D.W., (1988). Organizational citizenship behavior: The good soldier syndrome. Lexington, MA, England: Lexington Books/D. C. Heath and Com.

Pattnaik, S.C.; Sahoo, R., (2021). Transformational leadership and organizational citizenship behaviour: the role of job autonomy and supportive management. Manage. Res. Rev., 44(10): 1409-1426 (18 pages).

Qalati, S.A.; Zafar, Z.; Fan, M.; Sánchez Limón, M.L.; Khaskheli, M.B., (2022). Employee performance under transformational leadership and organizational citizenship behavior: A mediated model. Heliyon, 8(11): e11374 (10 pages).

Russell, J.A.; Gonzales, L.D.; Barkhoff, H., (2021). Demonstrating equitable and inclusive crisis leadership in higher education. Kinesiology Rev., 10(4): 383-389 (7 pages).

Sattayaraksa, T.; Boon-itt, S., (2016). CEO transformational leadership and the new product development process. Leadersh. Organ. Dev. J., 37(6): 730-749 (20 pages).

Scheepers, D.; Ellemers, N., (2019). Social identity theory. In K. Sassenberg & M. L. W. Vliek (Eds.), Social psychology in action: evidence-based interventions from theory to practice (pp. 129-143). Cham: Springer International Publishing.

Selzer, R.A.; Robles, R., (2019). Every woman has a story to tell: experiential reflections on leadership in higher education. J. Women Gender Higher Educ., 12(1): 106-124 (19 pages).

Son, T.T.; Phong, L.B.; Loan, B.T.T., (2020). Transformational leadership and knowledge sharing: determinants of firm’s operational and financial performance. SAGE Open, 10(2) (13 pages).

Suhana, S.; Udin, U.; Suharnomo, S.; Mas’ud, F., (2019). Transformational leadership and innovative behavior: the mediating role of knowledge sharing in indonesian private university. Int. J. Higher Educ., 8(6): 15-25 (11 pages).

Sulistiyani, E.; Udin; Rahardja, E., (2018). Examining the effect of transformational leadership, extrinsic reward, and knowledge sharing on creative performance of Indonesian SMEs. Qual. Access Success, 19(167): 63-67 (5 pages).

Tajpour, M.; Moradi, F.; Jalali, S.E., (2018). Studying the influence of emotional intelligence on the organizational innovation. Int. J. Hum Capital Urban Manage., 3(1): 45-52 (8 pages).

Tajpour, M.; Razavi, S., (2023). The effect of team performance on the internationalization of Digital Startups: the mediating role of entrepreneurship. Int. J. Hum. Capital Urban Manage, 8(1): 17-30 (14 pages).

Tian, H.; Iqbal, S.; Akhtar, S.; Qalati, S.A.; Anwar, F.; Khan, M.A.S., (2020). The impact of transformational leadership on employee retention: mediation and moderation through organizational citizenship behavior and communication. Front. Psychol., 11 (11 pages).

Udin, U.; Dharma, R.D.; Dananjoyo, R.; Shaikh, M., (2023). The role of transformational leadership on employee performance through organizational learning culture and intrinsic work motivation. Int. J. Sustainable Dev. Plann., 18(1): 237-246 (10 pages).

Udin, U.; Shaikh, M., (2022). Transformational leadership and innovative work behavior: testing the mediation role of knowledge sharing and work passion. J. Din Manaje., 13(1): 146-160 (15 pages).

Udin, U.; Yuniawan, A., (2020). Psychological capital, personality traits of big-five, organizational citizenship behavior, and task performance: testing their relationships. J. Asian Finance, Econ. Bus., 7(9), 781-790 (10 pages).

Vallerand, R.J.; Blanchard, C.; Mageau, G.A.; Koestner, R.; Ratelle, C.; Leonard, M.; Gagne, M.; Marsolais, J., (2003). Les passions de l'ame: on obsessive and harmonious passion. J. Person. Social Psychol., 85(4): 756-767 (12 pages).

Wan, M.; Carlson, D.S.; Quade, M.J.; Kacmar, K.M., (2022). Does work passion influence prosocial behaviors at work and home? examining the underlying work–family mechanisms. J. Organ. Behav., 43(9): 1516-1534 (19 pages).

Wei, L.; Vasudevan, H., (2022). Leadership style and company performance in the manufacturing industry. Int. J. Hum. Capital Urban Manage., 7(3): 327-340 (14 pages).

Yuwono, H.; Eliyana, A.; Buchdadi, A.D.; Hamidah,; Jalil, N.I.A., (2023). Triple mediation of attitude to bridge transformational leadership on organizational citizenship behavior. Plos one, 18(2): e0281220 (21 pages).

Zhang, H.; Liu, Z.; Wang, Y., (2020). How transformational leadership positively impacts organizational citizenship behavior in successful Chinese social work service organizations. Nonprofit Manage. Leadersh., 30(3): 467-485 (19 pages).

Zoghbi Manrique de Lara, P., (2008). Fairness, teachers' non‐task behavior and alumni satisfaction. J. Educ. Administration, 46(4): 514-538 (25 pages).

Zoghbi Manrique de Lara, P.; Espino Rodríguez, T.F., (2007). Organizational anomie as moderator of the relationship between an unfavorable attitudinal environment and citizenship behavior (OCB). Pers. Rev., 36(6): 843-866 (24 pages).

LETTERS TO EDITOR

International Journal of Human Capital in Urban Management (IJHCUM) welcomes letters to the editor for the post-publication discussions and corrections which allows debate post publication on its site, through the Letters to Editor. Letters pertaining to manuscript published in IJHCUM should be sent to the editorial office of IJHCUM within three months of either online publication or before printed publication, except for critiques of original research. Following points are to be considering before sending the letters (comments) to the editor.

[1] Letters that include statements of statistics, facts, research, or theories should include appropriate references, although more than three are discouraged.

[2] Letters that are personal attacks on an author rather than thoughtful criticism of the author’s ideas will not be considered for publication.

[3] Letters can be no more than 300 words in length.

[4] Letter writers should include a statement at the beginning of the letter stating that it is being submitted either for publication or not.

[5] Anonymous letters will not be considered.

[6] Letter writers must include their city and state of residence or work.

[7] Letters will be edited for clarity and length.

Name *

Email Address *

Affiliation *

Comments *

Security Code *

International Journal of Human Capital in Urban Management

Transformational leadership, knowledge-based work passion and organizational citizenship behavior: A survey dataset from public university

References

References

Send comment about this article

Volume 8, Issue 3 - Serial Number 31
July 2023
Pages 391-402

Transformational leadership, knowledge-based work passion and organizational citizenship behavior: A survey dataset from public university

References

References

Send comment about this article

Volume 8, Issue 3 - Serial Number 31July 2023Pages 391-402

Volume 8, Issue 3 - Serial Number 31
July 2023
Pages 391-402