PENGARUH GAYA KEPEMIMPINAN TRANSFORMASIONAL TERHADAP ORGANIZATIONAL CITIZENSHIP BEHAVIOR (OCB) DENGAN VARIABEL MEDIASI SUPERVISOR TRUST

Sindhu Putra Tanujaya

Abstract


Organizational Citizenship Behavior (OCB) is one of the indicators in improving the effectiveness of an organization's performance. Factors that may affect the formation of OCB in organizations include transformational leadership and trust supervisor. Transformational leadership style is a style that is performed by superiors to subordinates by providing motivation and an example to a task or job that is given by superiors to subordinates in the organization. Supervisor trust is a trust level that is owned by subordinates to superiors. OCB is a voluntary behavior that appears within the individual in order to achieve organizational goals. This study used 70 respondents from the banking sector employees in Semarang as samples and data are processed as many as 49 samples. Testing tools in this research by using SPSS and with multiple regression analysis with significance level of 5%. The results of this study indicate that transformational leadership style influence on the formation of Organizational Citizenship Behavior (OCB) when through the supervisor trusts.

Keywords


ransformational leadership, supervisor trust, Organizational Citizenship Behavior

Full Text:

PDF

References


Alban-Metcalfe, R.J., & Alimo-Metcalfe, B. (2000). The transformational leadership questionnaire (TLQ-LGV): A convergent and discriminant validation study. Leadership & Organization Development Journal, 21(6), 280-296.

Aldag, R. dan Reschke, W., (1997), Employee Value Added : Measuring Discretionary Effort and Its Value to The Organization, Employee and Valud Added. Center of Organization Effectiveness, Inc.

Arikunto, Suharsimi, 1998, Prosedua Penelitian Suatu Pendekatan Praktek, PT. Rineka Cipta, Jakarta.

Avolio, B.J., Zhu, W., Koh W., & Bhatia, P. (2004). Transformational leadership and organizational commitment: mediating role of psychological empowerment and moderating role of structural distance. Journal of Organizational Behavior, 25(8), 951-968

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

Bass, B.M (1990). Bass and Stogdills Hand Book of Leadership. New York: Free Press

Cohen, A & E. Vigoda. (2000). Do Good Citizen Make Good Organizational Citizens ? Administration and Society. Vol 32, 596-624

Cropanzano, R., & Mitchell, M. S. (2005). Social exchange theory : An interdisciplinary review. Journal of Management, 31, 874-900

Dirks, K.T., & Ferrin, D.L. (2002). Trust in Leadership: Meta-analytic Findings An Implications for Research and Practice. Journal of Applied Psychology, 87(4), 611-628

Epitropaki, Olga. (2000). What is ? Transformational Leadership. British : Institute of Work Psychology University of Shefield

Ghozali, Imam. 2006. Aplikasi Analisis Multivariate Dengan Program SPSS. Semarang : Badan Penerbit UNDIP

Gilbreath B., & Benson, P.G. (2004). The Contribution of Supervisor Behaviour To Employee Psychological Well-being. Work&Stress, 18(3), 255-266

Harris, K.J., & Kacmar, K.M. (2006). Too Much of A Good Thing : The Curvilinear Effect of Leader-member Exchange On Stress. The Journal of Social Psychology, 146(1), 65-84

Irshad, Maryam and Maryam Saeed Hashmi. (2014). How Transformational Leadership Is Related to Organizational Citizenship Behaviour ? The Mediating Role of Emotional Intelligence. Pakistan Journal of commerce and Social Sciences, 8(2), 413-425

Jha, S. (2014). Transformational Leadership And Psychological Empowerment: Determinants of Organizational Citizenship Behaviour. South Asian Journal Of Global Business Research, 3(1), 18-35.

Jung, D.I., & Avolio, B.J. (2000). Opening The Black Box : An Experimental Investigation of The Mediating Effects of Trust and Value Congruence on Transformational And Transactional Leadership. Journal of Organizational Behaviour, 21(8), 949-964

Kacmar, K. Michele, Daniel G. Bachrach, Kenneth J. Harris, and David Noble. (2012). Exploring the role of supervisor trust in the associations between multiple sources of relationship conflict and organizational citizenship behavior. The Leadership Quarterly, 23, 43-54

Konovsky, M.A and Organ, D.W (1996), Dispositional and Contextual Determinants of Organizational Citizenship Behaviour, Journal of Organizational Behaviour, Vol 17 No 3, pp 253-66

L.M. Lapierre and R.D. Hackett (2007). Trait conscientiousness, leader-member exchange, job satisfaction and organizational citizenship behavior. A Test of an integrative model.

Mayer, R.C., Davis, J.H., & Schoorman, F.D (1995). An integrative model of organizational trust. Academy of Management Review, 20 (3), 709-734

M.C. Lo, T. Ramayah, & S.H Kue (2006). An Investigation of Leader Member Exchange Effects On Organizational Citizenship Behaviour In Malaysia. Journal of Business and Management, 12(1).

Muniarti, Monika Palupi, dkk, 2013, Alat-alat Pengujian Hipotesis, Semarang : Universitas Katolik Soegijapranata

Nurgiyantoro, B., 2000, Statistik Terapan : Gadjah Mada University Press, Yogyakarta

Organ, D.W (1998). Organizational Citizenship Behaviour. The Good Soldier Syndrome. Lexington MA : Lexington Books.

Organ, D.W (1990). The Motivational Basis of Organizational Citizenship Behaviour. In B. M. Staw & L.L Cummings (eds), Research in organizational behavior (pp 43-72) (12th ed). Greenwich, CT : JAI Press

Pitts, D.W., 2005. Leadership, Empowerment and Public Organizations. Rev. Public Person. Administration, 25(1):5-28

Podsakoff, N., Whiting, S., Podsakoff, P., & Blume, B (2009). Individual-and-organizational-level consequences of organizational citizenship behaviours : A metaanalysis. Journal of Applied Psychology, 94, 122-141




DOI: https://doi.org/10.24167/jab.v14i27.962

Bookmark and Share


Print ISSN : 1412-775X | online ISSN : 2541-5204 JAB Stats