Home⇛Psychology and Education: A Multidisciplinary Journal⇛vol. 36 no. 6 (2025)

Transformational Leadership, Job Satisfaction, and Organizational Citizenship Behavior Connection: Evidence from Private Higher Education Institutions

Arthuro Pedregosa Jr. | Mark Romeo Flor | Jonila Ramos | Karyll Ivony Adoracion | Kleven Jake Villamor

Discipline: others in business and management

 

Abstract:

Teachers in higher education are the backbone of academic institutions, yet their contributions beyond formal duties, known as organizational citizenship behaviour (OCB), are often undervalued. Understanding the factors’ influencing OCB is crucial as faculty engagement becomes increasingly essential. Using a descriptive correlational research method, this quantitative study examines how job satisfaction and transformational leadership impact OCB in private higher education institutions. A survey was administered to 100 teachers from Cotabato Province, Philippines. Findings revealed very high levels of OCB and job satisfaction, while transformational leadership was rated high. Study showed a moderate positive and significant relationship between job satisfaction, transformational leadership, and OCB (p<.05). Regression results revealed that job satisfaction significantly influenced OCB, suggesting that fostering a work environment where teachers feel genuinely satisfied is essential, as it motivates them to exceed their formal duties. Supported by Social Exchange Theory, the study highlights how transformational leadership enhances intrinsic factors like recognition in driving OCB. Social Exchange Theory suggests that when employees feel valued, they reciprocate through behaviours that benefit the organization. This study offers valuable insights into the teaching profession, emphasizing the importance of leadership and job satisfaction in unlocking faculty potential and driving institutional success.



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