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The competitive nature of work now requires employees to provide excellent service and practice organizational citizenship behavior. Therefore, the objectives of this study are to examine the relationship between transformational leadership, organizational commitment and organizational citizenship behavior; test the influence of transformational leadership towards orgnizational commitment; test the influence of transformational leadership towards organizational citizenship behavior, test the influence of organizational commitment towards organizational citizenship behavior; and examine the role of organizational commitment as mediator in the relationship between transformational leadership and organizational citizenship behavior. The study employs a survey design by distributing questionnaires to respondents. A total of 143 respondents from Ministry of Finance Malaysia were selected using random sampling. Multifactor Leadership Questionnaire was used to measure transformational leadership practices, Affective, Normative, and Continuance Commitment Scale was used to measure organizational commitment and Organizational Citizenship Behavior Scale was used to measure organizational citizenship behavior. The data collected were analyzed using Pearson correlation and linear regression. The results showed that there were significant relationships between transformational leadership, organizational commitment and organizational citizenship behavior. Transformational leadership predicted significantly towards organizational commitment and organizational citizenship behavior. Results also showed that organizational commitment mediated the relationship between transformational leadership and organizational citizenship behavior. The findings of this study emphasized the importance of transformational leadership among leaders and organizational commitment in order to increase organizational citizenship behavior among employees. When this is achieved, individuals can give the best contribution towards the organization which consequently ensures organizational effectiveness. [ABSTRACT FROM AUTHOR]

The study aims to examine the effect of the emotional intelligence sub-scales; namely relationship management, self management, self awareness and social awareness on transformational leadership behavior among educator leaders in primary school. In this study, two sets of questionnaires were used i.e. the Multifactor Leadership Questionnaire (MLQ5x) by Bass & Avolio (2000) to assess leadership behavior, while Emotional Competence Inventory (ECI) by Boyatzis (2001 )was used to assess emotional intelligence. The findings showed that a majority of respondents experienced high levels of overall emotional intelligence 78.8%. The results also indicated that overall sub-scales of emotional intelligence factors explain 54.9 % of the variance (R Square) in transformational leadership which is significant (Beta = .174, t = 2.268, k < 0.05). As for each sub-scale of emotional intelligence (relationship management, self management and social awareness), results of multiple-regression analysis showed that three predictor variables for each criterion were found: revealing how relationship management contributes a significant predictor in explaining 51.6% of the variance(R Square); (Beta = .388, t = 4.738, k < 0.05); self management explains 54.1% of the variance (Beta = .225, t = 3.285, k < 0.05), and social awareness explains 54.9% (Beta = .174, t = 2.268, k < 0.05) in producing transformational leadership behavior. This article concludes therefore that the assessment of psychological constructs in school settings, such as training programs and EI Modules, could possibly assist in enhancing leadership behavior and providing benefits to society, especially in educational contexts. [ABSTRACT FROM AUTHOR]