An Investigation on the Relationships between Leadership and Organizational Citizenship Behavior from the Perspectives of Motives

• Main Authors: Kun-Ti Tsai, 蔡坤地
• Other Authors: Cheng-Chen Lin
• Format: Others
• Language: zh-TW
• Published: 2006
• Online Access: http://ndltd.ncl.edu.tw/handle/26263832850343570061

碩士 === 國立屏東科技大學 === 高階經營管理碩士在職專班 === 94 === Transformational leaders motivate followers by appealing to higher ideals and moral values. Transformational leaders must be able to define and articulate a vision for their organizations, and the followers must accept the credibility of the leader. On the other hand, Transactional leadership is based on bureaucratic authority and legitimacy within the organization. Transactional leaders emphasize work standards and task-oriented goals. In addition, Transactional leaders tend to focus on task completion and employee compliance, and these leaders rely quite heavily on organizational rewards and punishments to influence employee performance. In this study, I use transformational and transactional leadership as independent variables, motives as mead-actors, variables and organizational citizenship behavior and other performance-related variables as dependent variables. The purpose of this research is to find out the relationships and differences among transformational and transactional leadership, motives and organizational citizenship behavior. Using a sample of banking of case in Taiwan, I test a set of hypotheses among the variables. Then, the data has been analyzed by reliability analysis, descriptive statistics, analysis of variance, and regression. The results of this research indicated that: 1. Individual variables have significant differences on transformational and transactional leadership, motives, and organizational citizenship behavior. 2. Transformational leadership partial positive impacts on self-interest and prosocial motives. 3. Transactional leadership partial positive impacts on self-interest and prosocial motives. 4. Prosocial motives partial positive impact on organizational citizenship behavior. 5. Prosocial motives partial positive impact on subjective performance valuation. According to the results, some suggestions are made the industries in this field. To the industries：Leaders must emphasize the leadership’s skill in order to increase employees’ motive and present organizational citizenship behavior.