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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]

Leadership style is one of the attributes that always garners researchers' attention. A leader's character is a significant factor that contributes to organizations' success of failure. This research focuses on spiritual leadership style that gains very little attention from researchers, transformational and transactional leadership styles that are practiced by political leaders and the styles' impacts towards organizational commitment and intention to stay among parties' appointed committee members. Spiritual leadership styles that have not get much attention from researchers are the main focus of this study. Specifically, this research also examines the roles of affective and normative commitment as the mediating factors to the relationship of spiritual, transformational and transactional leadership styles and the intention to stay with an institution. This research was embarked on UMNO Divisions' and PAS Zones' committee members in Selangor. Out of 1,290 distributed questionnaires, 357 were analyzed. Hypothesis testing was done via Sobel and multiple regression analyses. The results reveal that all styles have significant roles in enhancing the committee members' affective and normative commitment towards their organizations. The leadership style also has a positive relationship with the intention to stay. The mediating effect analysis discovers that normative commitment acts as a mediator to the relationship of spiritual, transformational and transactional leadership styles and the intention to stay. These findings contribute to the theoretical and managerial aspects especially that relate to spiritual leadership style. [ABSTRACT FROM AUTHOR]

Occupational stress occurs when the job requirement such as leadership style do not meet the capabilities and needs of the worker. It has great impact affecting both employee and organization. Study objective was to determine the prevalence between leadership style and occupational stress among employee and its relationship. Cross-sectional study was carried out through online social media, targetting working adults. Snowballing sampling was employed in which research participants recruited other participants from among their acquaintance. This online survey adopted two Malay-translated and validated survey forms of Multifactor Leadership Questionnaire and Job Stress Level Inventory. There were 447 respondents with median age of 31.0 ± 8.0 years old. Majority were female (57.27%), Malay (91.28%), married (66.44%) with high education qualification (86.80%). Majority worked in Selangor and Wilayah Persekutuan (53.47%) and attached to government agencies (59.06%). Data indicates that perceived transformational and transactional leadership styles practiced by leaders at their workplace were at moderate level with both account for 51.2% and 81.7% respectively. Respondent revealed stress level at average level of 44.3%. There was significant relationship with weak negative correlation between transformational leadership and occupational stress (r= -0.182, p<0.05). As for transactional leadership, the relationship was significant with a moderate negatively correlated occupational stress (r= -0.554, p<0.05). Transactional leadership style showed moderate inverse relationshipwith occupational stress as compared to transformational leadership style which had very weak inverse relationship. There was significant correlation between leadership style and occupational stress. [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]