The Effects of Leadership Style on Organizational Citizenship Behaviour and Commitment : The Case of Railway Corporation, Yogyakarta, Indonesia  

Oleh:

Muchiri, Michael Kibaara

Jenis: Article from Journal - ilmiah nasional - tidak terakreditasi DIKTI
Dalam koleksi: International Journal of Business vol. 4 no. 2 (May 2002), page 265-293.
Topik: organizational commitment; organizational citizenship behaviours (OCBs); transactional leadership; transformational leadership; organizational commitment

Ketersediaan

Perpustakaan Pusat (Semanggi) Nomor Panggil: II51.1 Non-tandon: 1 (dapat dipinjam: 0) Tandon: tidak ada

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Isi artikel

This study examined the effects of transformational and transactional leadership behaviours as exhibited by the railways workshop supervisors on their subordinates' organizational citizenship behaviours and organizational commitment. The study employed purposive random sampling technique to select the predominantly male samples from the indonesian railways workshop at lempuyangan yogyakarta. the subordinates responded to the multifactor leadership questionnaire that measured the perceived leadership behaviours that supervisors questionnaire that measured the subordinates' organizational commitment. The supervisors responded to the irganizational citizenship behaviours questionnaire that measured the behaviour exhibited by the subordinates. The multiple regression analysis showed that : transformational leadership positively and very significantly explained 14,9 per cent of variance in oganizational citizenship behaviours (p < 0,01) ; both leadership styles positively and significantly explained 20,2 per cent of variance in organizational citizenship behaviours (p < 0,05) ; transactional leadership negatively but significantly predicted OCBs (p <= 0,05) ; and transformational leadership very significantly but negatively explained 14,4 per cent of the variance of organizational commitment (p < 0,01). Together with job tenure, the leadership styles significantly but negative explained 24,1 per cent variance of organizational commitment (p < 0,05). Transactional leadership negatively but significantly predicted organizational commitment (p < 0,05) and job tenure significantly explained organizational commitment (p < 0,05).

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