The Influence of Transformational Leadership on Employees' Organizational Citizenship Behavior: Based on Work Engagement Theory and Perceived Organizational Support Theory
DOI:
https://doi.org/10.60027/iarj.2026.e292169Keywords:
Transformational Leadership, Work Engagement, Organizational Citizenship Behavior, Perceived Organizational Support, Structural Equation ModelingAbstract
Background and Aims: This study introduces a dual-pathway model that integrates work engagement as a mediator and perceived organizational support as a moderator in the relationship between transformational leadership and organizational citizenship behavior. Drawing on Work Engagement Theory and Perceived Organizational Support Theory, the study proposes a dual-pathway model that explains both the mechanism and the boundary conditions of leadership influence.
Methodology: A quantitative approach was employed using survey data from 380 full-time employees across various industries in China. Established measurement instruments were used to assess transformational leadership, work engagement, perceived organizational support, and OCB. Structural equation modeling (SEM), confirmatory factor analysis (CFA), and moderation/mediation analyses (using bootstrapping and interaction effects) were conducted via SPSS and AMOS.
Results: Transformational leadership significantly enhances both work engagement and OCB. Work engagement was found to mediate the relationship between leadership and OCB partially. Additionally, perceived organizational support positively moderated the effect of transformational leadership on engagement, indicating that leadership is more effective when organizational support is high.
Conclusion: The findings highlight the novelty of the dual-pathway model and provide theoretical and managerial implications for enhancing OCB in Chinese enterprises.
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