Date of Award
2026
Document Type
Dissertation
Degree Name
Doctor of Business Administration (DBA)
First Advisor
Dr. S. Wesley Davenport
Second Advisor
Dr. John Parnell
Third Advisor
Dr. Diane Kutz
Abstract
The study surveyed employees in the service and helping professions (for example retail, healthcare related, hospitality), to examine the impact of transformational leadership on employee organizational citizenship behavior (OCB). Specifically, it tested job satisfaction and organizational trust as possible mediators to the transformational leader to employee OCB relationship and evidence of perspective-taking as a possible moderator to either of these mediated relationships. The study employed PLS-SEM as the method of analysis and examined the influence of transformational leadership, and employee job satisfaction and trust, on employee OCB. The social exchange theory’s reciprocal nature and the leader-member exchange (LMX) theory, based on the quality of the reciprocal relationship, both served as the theoretical framework for this study. The results revealed that the transformational leadership approach was not a predictor of employee OCBs, and while perspective-taking did not moderate the job satisfaction to OCB or trust to OCB relationships, there was evidence that supported a positive direct relationship to employee OCB. These findings will drive the discussion to help scholars and managers better understand the multifaceted factors influencing employee behaviors, so strategies can be developed to encourage transformational leadership practices and drive a more engaged pool of employees, improving performance and overall organizational effectiveness.
Recommended Citation
Smith, Marie A., "Transformational Leadership and Employees’ Organizational Citizenship Behavior: Examining the Role of Perspective-Taking, Job Satisfaction, and Organizational Trust" (2026). Dissertations. 9.
https://roar.una.edu/dissertations/9
