Unveiling the Influence of Transformational Leadership on Organizational Citizenship Behavior: An Empirical Study in Knowledge Work Teams

Abstract

This empirical study examines the impact of transformational leadership on organizational citizenship behavior (OCB) within knowledge work teams. Drawing upon a sample of knowledge workers from various industries, the research investigates the extent to which transformational leadership behaviors, such as inspirational motivation, intellectual stimulation, individualized consideration, and idealized influence, influence the OCB of team members. Utilizing quantitative survey data and structural equation modeling techniques, the study analyzes the direct and indirect effects of transformational leadership on OCB, mediated by factors such as job satisfaction, organizational commitment, and perceived organizational support. Additionally, the research explores potential boundary conditions and moderators, such as team cohesiveness and task interdependence, that may influence the relationship between transformational leadership and OCB in knowledge work teams. The findings contribute to advancing our understanding of the mechanisms through which transformational leadership fosters positive organizational behaviors in knowledge-intensive settings, offering insights for leadership development and talent management practices aimed at promoting a culture of citizenship and collaboration within knowledge work teams.