Date of Award

Fall 2022

Document Type

Dissertation

Degree Name

Doctor of Philosophy (PhD)

Department

Organizational Leadership

First Advisor

Dr. Joshua Henson

Second Advisor

Dr. Jennifer Carter

Third Advisor

Dr. Bethany Peters

Abstract

This study examined the relationship between transformational leadership and organizational citizenship behavior (OCB) of bank employees in the United States. The study was necessary, as bank customers are urging banks to go the extra mile or engage in OCB to improve customer service given the challenges posed by the COVID-19 pandemic, which affected customers' use of bank services. The study used the 20-item MLQ Form 5X-short for transformational leadership and the OCB instrument developed by Podsakoff et al. to collect data from bank employees in the National Capital Region (NCR) of the United States. Pearson correlation analysis was conducted to analyze the data, and the results showed a statistically significant relationship between transformational leadership and OCB. The multiple regression analysis conducted to test the relationship between the dimensions of transformational leadership and OCB indicated that idealized influence (attributed) and idealized influence (behavior) with statistical significance at 5% and 10%, respectively, exerted the greatest influence in explaining changes in OCB. Overall, the coefficient of determination (R2 = 0.11) indicated that 11% of the variance in OCB was due to the five dimensions of transformational leadership. Based on the results, the study suggests that bank leaders may consider the practice of transformational leadership behaviors to promote the OCBs of employees. The findings also suggest that the aggregate effort of OCB could create better bank service delivery and improved customer satisfaction. These suggestions are supported by previous studies that show that organizations that promote OCB perform better than those that do not.

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