Leadership and organizational citizenship behaviour of employees in manufacturing industry

The purpose of this study was to determine the relationships between leadership style and organizational commitment, job satisfaction, job involvement and organizational citizenship behaviour and whether these relationships were stronger for transformational than for transactional leaders. A sample of 52 Managers and 276 executives from manufacturing companies were participated. The results of a canonical correlation analysis using the executive's data indicated that the most prominent relationship was that between transactional leadership and affective commitment. Furthermore, transformational and transactional leadership did not correlate significantly with the constructs of job involvement and job satisfaction.