Enhancing Organizational Citizenship Behavior through Transformational Leadership: The Role of Multiple Mediating Determinants

Abstract

This study investigates the influence of transformational leadership (TL) on individual and organizational outcomes, emphasizing its effects on the quality of work life (QWL), organizational commitment (OC), perceived organizational support (POS), and organizational citizenship behavior (OCB). Despite the growing interest in TL's impact, gaps remain regarding its indirect effects through key mediators. Addressing these gaps, this research examines the mediating roles of QWL, OC, and POS in the relationship between TL and OCB. Data were collected from 200 tourism workers in Purwokerto, Central Java, Indonesia, and analyzed using Structural Equation Modeling-Partial Least Squares (SEM-PLS). The findings reveal that TL significantly influences QWL, OC, POS, and OCB, both directly and indirectly. Specifically, QWL, OC, and POS are confirmed as partial mediators, strengthening the relationship between TL and OCB. These results highlight the interconnected nature of leadership practices, employee well-being, and organizational outcomes. The study underscores the critical role of transformational leadership in fostering a supportive work environment, enhancing employee commitment, and encouraging behaviors that go beyond formal job responsibilities. Organizations are encouraged to adopt TL practices to improve employee performance and achieve better organizational outcomes. This research contributes to the literature by providing empirical evidence of the mediating mechanisms linking TL to OCB, particularly in the tourism industry context. The findings offer practical implications for leaders and managers aiming to enhance workplace dynamics and employee engagement through transformational leadership strategies.