Effect of transformational leadership on organizational citizenship behavior: Mediating role of organizational learning culture

The purpose of this paper is to find the causal relationship between Transformational Leadership and Organizational Citizenship Behavior (OCB). This article also examines the mediating effect of Organizational Learning Culture (OLC) in this causal relationship. The hypothesis holds that the transformational leadership style has a direct and indirect effect on OCB. Data was collected from 312 respondents working in automobile/automobile ancillary manufacturing units through a pre-tested questionnaire. The results showed that transformational leadership has direct and positive influence on OCB and found that OLC partially mediates the relationship. This research has implications for enhanced OCB amongst employees and the creation of an OLC. This in turn would result in employee satisfaction and subsequently in employee retention. The study contributes to the understanding of the way leadership style and OCB interact in automobile/automobile ancillary manufacturing units near a major metro in India and importance of OLC in explaining this relationship. This article adds to the literature connecting OCB and leadership style, and OLC. Future research should focus on including different leadership styles and their effects on OCB. The same study can be replicated in multi-ethnic and multi-cultural environments.