Motivational, Transformational and Ethical Leadership Styles Influence on Organizational Citizenship Behaviour: Mediated by Job Satisfaction

Abdullah Shah; Nazar Hussain Phulpoto

doi:10.52633/jemi.v4i2.202

Authors

Abdullah Shah Shah Abdul Latif University, Khairpur (Mirs), Pakistan Author
Nazar Hussain Phulpoto Shah Abdul Latif University, Khairpur (Mirs), Pakistan Author

DOI:

https://doi.org/10.52633/jemi.v4i2.202

Keywords:

Motivational Leadership, Transformational Leadership, Ethical Leadership, Organizational Citizenship Behaviour, Job Satisfaction

Abstract

This study aims to investigate the relationship between motivational, transformational, and ethical leadership styles and their influence on organizational citizenship behavior (OCB) among Pakistan's banking sector employees. The study also aimed to explore the potential mediating role of job satisfaction in this relationship. The study was guided by an existing theoretical framework: the leadership-OCB model. This model posits that OCB is a result of the elements of effective leadership, i.e., transformational, motivational, and ethical. Transformational leadership creates a sense of engagement and ownership among employees; motivational leadership inspires employees to reach their full potential, and ethical leadership ensures that organizational values are upheld. The study used a self-structured questionnaire in order to collect data from 270 participants from the banking sector in Pakistan. The data was analyzed using descriptive statistics, Pearson correlation coefficient, and regression analysis. The results showed that OCB was positively influenced by motivational, transformational, and ethical leadership. This relationship was found to be mediated by job satisfaction. These findings suggest that while motivational leadership is the most influential in increasing OCB, transformational and ethical leadership are also important factors that may influence OCB. Job satisfaction can play an essential role in enhancing employees’ sense of engagement and ownership, which consequently leads to increased OCB. This research has implications for Pakistan's banking sector leaders, who could use this information to develop strategies that will enhance employees’ sense of satisfaction and, consequently, their OCB.

Author Biographies

Abdullah Shah, Shah Abdul Latif University, Khairpur (Mirs), Pakistan

Ph.D. Candidate, Department of Public Administration, Shah Abdul Latif University, Khairpur (Mirs), Pakistan
Nazar Hussain Phulpoto, Shah Abdul Latif University, Khairpur (Mirs), Pakistan

Professor, Department of Public Administration, Shah Abdul Latif University, Khairpur (Mirs), Pakistan

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