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This article is oriented to the analysis of organisational and emotional variables in amateur sporting organizations. The general objective is to analyse the influence of organisational variables such as service quality, transactional leadership, and transformational leadership and emotional variables such as affective commitment, emotional attachment investment and emotional attachment dividend to predict the credibility that members of amateur sporting organisations perceive, as well as their degree of identification and loyalty. The opinions of 203 members of Chilean amateur football teams, (169 men and 34 women, with ages between 18 and 68 years (Mean=32.75 years, DT= 9.92) have been analysed through a self-completed questionnaire. To reach the objectives, two types of differential but complementary analyses, in the form of hierarchical regression models (from hereon in HRM) and qualitative comparative analysis (from hereon in QCA), were performed. The results obtained suggest that the organisational variables are better predictors than the emotional variables in all of the cases and in the same way the inclusion of the emotional variables improves the predictive capacity of the proposed models to explain identification and loyalty, but not in the case of credibility. In general, the variables considered seem to explain 37% of the credibility, 56% of loyalty and 65% of identification. On the other hand, considering the results of the QCA, no variable turned out to be necessary, but different combinations of variables (conditions) were observed that were able to explain between 47and 91% of the cases of the variables analysed. In general, based on these results, it was observed that the emotional variables were important in interaction with other organizational ones, due to the fact that they are present in the three combinations that most explain identification and loyalty, and are also present in the three combinations that most explain credibility. This study contributes to the literature by supporting the importance of managing emotions in order for sporting organizations to be more successful.

© 2018 The Authors. Aims: To examine how nurse managers' leadership styles, and nurses' organisational commitment in Saudi Arabia relate. Background: Effective leadership is influential in staff retention; however, recruiting and maintaining nurses is an increasing problem in Saudi Arabia. Methods: Using a survey design, the Multifactor Leadership Questionnaire and the Organisational Commitment Questionnaire were distributed to a sample of 219 nurses and nurse managers from two hospitals in Saudi Arabia. Results: Transformational leadership was the most dominant leadership style. After controlling for the influence of manager/staff status, nationality and hospitals, transformational leadership was the strongest contributor to organisational commitment. Perceptions of both transformational and transactional leadership styles, increased with age for nurse managers and nursing staff. Conclusion: Introducing the Full Range of Leadership model to the Saudi nursing workforce could help to prepare Saudi nurses for positions as nurse managers and leaders. Implications for Nursing Management: The study provides insight into the type of leadership that is best suited to the dynamic and changing health care system in Saudi Arabia. It is possible that transformational leaders could influence and induce positive changes in nursing.

Hızlı biçimde değişen bir çevrede örgütler güçlü bir örgütsel yapı yanında nitelikli insan gücüne de sahip olmalıdırlar. Nitelikli ve yetenekli çalışanlara sahip olan ve onları etkin biçimde yönetebilen örgütler rekabetçi bir ortamda varlıklarını sürdürebilirler. Kamu hizmetlerinin verilmesinde de nitelikli iş gücünün önemi büyüktür. Bu nedenle, çalışanlarını örgütsel amaçlara yönelik olarak yönetebilen ve yönlendirebilen liderler, hem bireylerin hem de kamu ve özel sektör kurumlarının etkililik ve verimliliğini arttıracaklardır. Bu tezin ana odak noktası, liderlik tarzlarının çalışanların örgütsel bağlılıkları ve iş tatminleri üzerindeki etkisini araştırmak ve analiz etmektir. Liderlik tarzı, hem bireysel hem de örgütsel performansı geliştirmede ve örgütsel amaçlara ulaşmada önemli bir unsurdur. Bir kurum ve çalışanları için en iyi işleyen liderlik tarzını uygulamak, örgütlerin hedeflerine ulaşmaları ve çalışanların iş tatmini seviyelerini ve örgüte bağlılıklarını arttırmak için en etkili ve verimli araçlardan biridir. Literatürde ağırlıklı olarak 2 tür liderlik tarzı üzerinde durulmaktadır ki bunlar etkileşim-sel liderlik ve dönüşümcü liderliktir. Etkileşim-sel liderler sadece örgütsel görevlerini yerine getirmelerini sağlamak için takipçilerini etkilemeye çalışırlar. Liderler, yerine getirilmiş veya yerine getirilmemiş görevler karşılığında ödül veya ceza mekanizmalarını kullanırlar. Dönüşümcü liderlik genellikle, en etkili liderlik biçimi olarak kabul edilmektedir ve liderlerin örgütsel hedefleri takip etmeleri ve yerine getirmeleri için takipçilerinin motivasyonlarını arttırdıkları bir süreç olarak tanımlanmaktadır. Dönüşümcü ve etkileşim-sel liderler örgütsel hedef ve değerlerin kabullenilmesinde ve örgüt yararına çaba sarf edilmesinde son derece önemli etkilere sahiptirler. Örgütsel bağlılık, çalışanların örgütün hedeflerini, değerlerini ve amaçlarını içselleştirmesi, örgüt yararına daha fazla çaba sarf etmesi ve örgütte varlığını sürdürmek istemesidir. Dolayısıyla örgütsel bağlılık, örgüt-üye bütünleşmesi olup, bu ilişkinin sonucunda hem örgütsel hem de bireysel performans artışı sağlamaktadır. İş tatmini, çalışanların işin çeşitli boyutlarına ve iş ortamı koşullarına karşı sergiledikleri duygusal tepkidir ve örgütsel araştırmada en fazla çalışılan kavramlardan biri olmaya devam etmektedir. Yüksek düzeyli iş tatmini azalan stres, azalan iş gücü devir hızı, artan motivasyon, verimlilik ve örgütsel büyüme gibi çeşitli bireysel ve örgütsel faktörlerle ilişkilidir. Örgütsel bağlılık çalışanların örgütün amaçlarını, değerlerini ve hedeflerini içselleştirmesi, örgüt yararına daha fazla çaba sarf etmesi ve örgütteki varlığını devam ettirmek istemesidir. Bu nedenle örgütsel bağlılık, hem örgütsel hem de bireysel performans iyileştirmeleriyle sonuçlanan örgüt-üye entegrasyonudur. Çalışanların iş tatminleri ve örgütsel bağlılıkları büyük ölçüde liderin liderlik tarzına bağlıdır. Anahtar Kelimeler: Dönüşümcü Liderlik, Etkileşim-sel Liderlik, İş Tatmini, Örgütsel Bağlılık. In a rapidly changing environment, organizations must have a strong organizational structure as well as a qualified human force. Organizations that have qualified and skilled employees and can manage them effectively will be able to maintain their existence in a competitive environment. In addition, for the provision of public services, qualified workforce is of great importance. For this reason, leaders who can direct and manage employees in accordance with organizational goals will increase the efficiency and productivity of both individuals and public and private sector organizations. The main focus of this thesis is to investigate and analyze the impact of leadership styles on employees' organizational commitment and job satisfaction. Leadership style is an important element in developing both individual and organizational performance and achieving organizational goals. Applying the best functioning leadership style for an organization and its employees is one of the most effective and efficient tools to reach the goals of organizations and to increase the levels of job satisfaction of employees and their commitment to the organization. In the literature, it is heavily focused on two types of leadership which are transactional leadership and transformational leadership. Transactional leaders only try to influence their followers to fullfill their organizational tasks. Leaders use reward or penalty mechanisms in exchange for fulfilled or unfulfilled duties. Transformational leadership is generally recognized as the most effective form of leadership and defined as a process whereby leaders promote the motivation of their followers to pursue and accomplish organizational goals. Transformational and transactional leaders have very important implications for the benefit of the organization in the acceptance of organizational goals and values. Job satisfaction is empolyees' practical or emotional response towards several aspects of work and workplace conditions and continues to be one of the most studied concept in organizational research. High levels of job satisfaction are associated with several individual and organizational factors such as reduced stress, decreased employee turnover rate, increased motivation, productivity and organizational growth. Organizational commitment is that the employees internalizes goals, values and objectives of the organization, makes more effort for the benefit of the organization and wants to continue its existence in the organization. Therefore, organizational commitment is an organization-member integration, resulting in both organizational and individual performance improvements. Employees' job satisfaction and organizational commitment depend to a large extent on the leadership style of the leader. Key words: Transformational Leadership, Transactional Leadership, Job Satisfaction, Organizational Commitment. 173

Purpose The purpose of this paper is to test the factor structure of the multifactor leadership questionnaire (MLQ) in the Chinese context and determine whether leader-member exchange (LMX) mediates the effects of active constructive leadership (ACL) and passive corrective leadership (PCL) on subordinates’ organizational commitment at the group level. Design/methodology/approach Questionnaires were completed by two employee samples. The first sample consisted of 615 employees from five pharmaceutical companies. The second sample consisted of 676 employees from 144 teams. Exploratory factor analysis, confirmatory factor analysis and structural equation modeling were used to test the hypotheses. Findings The factor analysis results showed two types of leadership in the data: ACL and PCL. The structural equation modeling showed that LMX mediated the effect of leadership on collective organizational commitment. Research limitations/implications The data were cross-sectional in nature. Furthermore, leadership and LMX were both measured from the perspective of followers. Practical implications Managers must realize that leadership is an art that requires not only the self-cultivation of individual behavior, but also appropriate and intelligent conduct when interacting with followers. Team leaders also must pay attention to both their high quality relationships with subordinates and the mutual influence within their groups. Originality/value The current study makes an empirical contribution to the psychometric properties of the MLQ, suggesting a higher two-factor structure appropriate for Chinese employees. It also clarifies the relationships between leadership, LMX and organizational commitment at multiple levels.

Liderlik ve bağlılık kavramları işletmeler üzerinde yapılan araştırmalarda 1900'lerden itibaren alanyazında yer almış konulardandır. Bu konular farklı sosyal bilim alanlarından araştırmacıların ilgisini çekmekte; bu nedenle bu iki konu üzerinde farklı düşünce sistemlerinin izleri görülmektedir. Bu alanlardan birisi iletişim alanıdır. Liderin astları ile etkileşimde kullandıkları iletişim biçiminin, liderin etkililiğini belirlediğini; ve hatta liderin iletişime gösterdiği önem derecesi ve iletişim biçiminin liderlik yaklaşımlarını birbirlerinden farklılaştırdığını gösteren işletme çalışmaları mevcuttur. Ancak; liderlik ve kurumsal bağlılık konularını iletişimsel bakış açısıyla ele alarak ölçüm ve yorumlama yapan araştırmalara sürekli ihtiyaç vardır. Şöyle ki; zaman ve mekan içerisinde işletmelerin iç ve dış çevre koşulları, çalışanlara yönelik tavırları ve çalışanların liderlerinden ve kurumlarından beklentileri sürekli değişim göstermektedir. Bu değişimi doğru anlayabilmek ve buna yanıt verebilmek için özünde dinamikliğin olduğu iletişim teorileri ve konuları önemli ölçüde yarar sağlayacaktır. Bu konulardan ikisi; çalışanın lideri hakkındaki iletişim yeterliliği algısı ve liderin kendisiyle kurduğu iletişimden duyduğu memnuniyetidir.Bu doğrultuda, araştırmanın genel amacı dönüşümsel liderliğin ve etkileşimsel liderliğin kurumsal bağlılık boyutlarına etkisinde iletişim yeterliliği ve iletişim memnuniyeti değişkenlerinin aracılık rolünü ölçmektir. Araştırma sürecinde yapılan alanyazın taramasının ardından araştırmanın ölçeği oluşturulmuştur. Liderlik, kurumsal bağlılık ve iletişim memnuniyeti değişkenleri için önceden test edilmiş olan hazır ölçekler kullanılmıştır; iletişim yeterliliği ölçüm aracı ise bu araştırma kapsamında geliştirilmiştir. Araştırmanın örneklemi, Ankara'daki gıda, tekstil, makine-otomotiv ve mobilya sektörlerindeki orta ve büyük ölçekli işletmelerin görevleri gereği yöneticileri ile iletişim halinde olan 312 çalışandan oluşmaktadır. Araştırmada Yapısal Eşitlik Modellemesi ile önerilen model test edilmiştir. Gerekli görülen ön test ve son testler ile AMOS programı kullanılarak on dokuz hipotez için yol analizi testleri yapılmıştır. Bunlara göre, iletişim yeterliliği ve bununla ilişkili olarak ortaya çıkan iletişim memnuniyeti, dönüşümsel liderlik için belirleyici özelliklerdir. İletişim yeterliliğinin, dönüşümsel liderlik ve iletişim memnuniyeti arasında kısmi aracılık etkisine sahip olduğu görülmüştür. Etkileşimsel liderlik ise modelde her iki iletişim değişkenini de etkilememektedir.Başka bir ifadeyle, etkileşimci liderden farklı olarak, dönüşümcü liderde iletişim yeterliliği ve sağlanan iletişim memnuniyeti öncelikle aranan özelliklerdir. Çalışanların algısına göre, etkileşimci liderin bu yeterliliği taşımasının kendisinden beklenmediği söylenebilir. İletişim değişkenlerinin sadece devam bağlılığını etkilediği, duygusal-normatif bağlılık üzerinde ise etkisi olmadığı belirlenmiştir. Çalışanların kuruma devam bağlılığı hissetmesi doğrudan dönüşümcü liderlik türü ile değildir; iletişim yeterliliği ve memmnuniyeti yani liderinin iletişimini nasıl değerlendirdiği ile ilgilidir. Çalışanın kurumuna yönelik gösterdiği devam bağlılığı, liderlik türlerinden doğrudan etkilenmemektedir. Duygusal-normatif bağlılık ise dönüşümcü liderlikten pozitif yönde; etkileşimci liderlikten negatif yönde etkilenmektedir. The concepts of leadership and commitment in research on businesses have been included in literature since 1900's. These topics attract the attention of researchers from different social science fields; for this reason, on these two issues traces of different systems of thought are seen. One of these areas is the communication field.In business studies, there are researches that the way leaders communicate with their subordinates determines the effectiveness of the leader; and even the degree of importance that the leader has shown on communication and how the style of communication differentiates leadership approaches from each other. But; a continuing need for research into the measurement and interpretation of these two issues by taking them from a communicative point of view is necessary. Namely; in time and space, the internal and external environmental conditions of the organizations; the attitudes towards the employees and the expectations of the employees towards leaders and organizations are constantly changing. The communication theories and topics that are inherently dynamic in order to understand and respond to this change will provide significant benefits. Two of these issues are: The perception of communication competence of employee about the leader and the satisfaction that the employee has received from the communication established by leader.In this respect, the main aim of the research is to measure the mediation role of communication competence and communication satisfaction in the effect of the transformational leadership and transactional leadership perceived by the employee on the dimensions of organizational commitment. After examining the literature, the questionnaire of the research was determined. For leadership, organizational commitment and communication satisfaction variables pre-used scales were used; however the communication competence instrument was developed within the scope of this research. The sample of the study consisted of 312 employees who are in communication with the managers of the medium and large-scale organizations in food, textiles, machinery-automotive and furniture sectors in Ankara.In the research, the proposed model was tested by Structural Equation Modeling. Path analysis tests carried out using AMOS program with the pre-tests and post-tests required for this. According to them, communication competence and communication satisfaction that arise in connection with it are the determining characteristics for transformational leadership. Communication competence has been found to have a partial mediating effect between transformational leadership and communication satisfaction. Transactional leadership does not affect the two communication variables in the model.In other words, according to employees unlike the transactional leader, communication competence and communication satisfaction is important for being transformative leader. According to employees' perception, it can be said that the transactional leader is not expected to carry this by itself.It was determined that communication variables only affect the continuing commitment, and there is no effect on emotional-normative commitment. Feeling commitment to the organization is not directly related with transformational leadership; is related with communication competence and satisfaction; so how he/she perceives the leader's communication. The continuing commitment of the employee to the organization is not directly influenced by the types of leadership. Emotional-normative commitment is affected positively from the transformational leadership; it is affected negatively by transactional leadership. 215

This study analyzes the effect of leadership styles (transformational leadership, transactional leadership, andservant leadership) of CEOs at small and medium-sized enterprises on the organizational effectiveness of the employees (organizational commitment and organizational citizenship behavior). A survey was conducted on 573 employees of domestic small and medium-sized enterprises in the electric, electronic, and IT industries, and the data was used to perform statistical analysis. As the result, charisma of transformational leadership, individual consideration, emotional healing of servant leadership, wisdom, and stewardship were shown to have positive effect on the organizational commitment. Furthermore, charisma of transformational leadership, exceptional management of transactional leadership, wisdom of servant leadership, and stewardship were shown to have positive effect on organizational citizenship behavior.요 약 본 연구는 중소기업 CEO 의 리더십 유형 ( 변혁적 리더십 , 거래적 리더십 , 서번트 리더십 )

Purpose– The purpose of this paper is to explore the two major types of leadership, i.e transactional and transformational, and organizational learning at public and private universities in Syria. It further aims at exploring the role of transactional and transformational leadership in enhancing organizational learning at Syrian universities.Design/methodology/approach– A quantitative research paradigm was employed. Using a questionnaire survey method, the data were collected from employees at two major public and private Syrian universities. In total, 216 questionnaires were analyzed using SPSS.Findings– The findings revealed that there is a significant impact of contingent reward, as a transactional leadership dimension on organizational learning, and a significant impact of inspirational motivation as a transformational leadership dimension on organizational learning. The study also found no significant differences in leadership styles and organizational learning between both universities.Practical implications– This study will help university leaders in Syria in adopting leadership styles that are suitable to reinforce organizational learning in their institutions.Originality/value– The study advances western research that is linking leadership styles and organizational learning by focussing on the Arab world context, particularly the Syrian context.

This study aims to suggest proper types of leadership that can enhance organizational commitment by examining differences in recognition of department head leadership style. This research is to find out what kind of leadership type is the most efficient to make member committed to their organization among transactional leadership and transformational leadership. To following consequences are gained through this analysis. First, as to the types of department head leadership, the average of transformational leadership was higher than that of transactional leadership. Second, the result of this research indicates the positive impact of transformational leadership affect organizational commitment without continuance commitment at IT departments. But, at non-IT departments, all organizational commitment is affected by transformational leadership. Third, transactional leadership affects affective commitment at IT departments. But, transactional leadership may not affect affective commitment at non-IT departments. Finally, transactional leadership may not affects normative commitment at IT departments, but at non-IT departments.

The role of leadership in the management and delivery of health and allied health services is often discussed but lacks empirical research. Discrepancies are often found between leaders' self-ratings and followers' ratings of the leader. To our knowledge no research has examined leader-follower discrepancies and their association with organizational culture in mental health clinics. The current study examines congruence, discrepancy, and directionality of discrepancy in relation to organizational culture in 38 mental health teams (N=276). Supervisors and providers completed surveys including ratings of the supervisor transformational leadership and organizational culture. Polynomial regression and response surface analysis models were computed examining the associations of leadership discrepancy and defensive organizational culture and its subscales. Discrepancies between supervisor and provider reports of transformational leadership were associated with a more negative organizational culture. Culture suffered more where supervisors rated themselves more positively than providers, in contrast to supervisors rating themselves lower than the provider ratings of the supervisor. Leadership and leader discrepancy should be a consideration in improving organizational culture and for strategic initiatives such as quality of care and the implementation and sustainment of evidence-based practice.

As the study of servant leadership expands beyond theoretical exploration, empirical research continues to validate the positive effect of servant leadership behaviors and attitudes on diverse follower and organizational measures. This study expands the conversation by engaging the theme of leader purposefulness within servant leadership studies. A sample of over 1700 employees from a large U.S. healthcare organization provided responses to five research instruments. Follower perspectives on servant leadership, leader follower-focus, leader goal-orientation, and leader purposefulness were assessed using the Purpose in Leadership Inventory and each of these independent variables were analyzed for hypothesized positive relationships with four dependent variables: follower job satisfaction, follower organizational commitment, follower person-organization fit, and follower perception of leadership effectiveness. Each of the 16 hypothesized relationships were supported at a statistically significant level (

Bu çalışmada liderlik tarzlarından dönüştürücü ve etkileşimci liderlik tarzlarının, iş tatmini ve örgütsel bağlılık üzerindeki etkisinin araştırılması amaçlanmıştır. Çalışma literatür araştırması ve uygulama bölümlerinden oluşmaktadır. Çalışmanın kuramsal yapısını oluşturmak amacıyla literatür araştırması yapılmıştır. Literatür taraması kısmında öncelikle liderlik tarzları ve dönüştürücü liderlik, etkileşimci liderlik ve iş tatmini ve örgütsel bağlılık kavramları açıklanıp tanımlanmıştır. Uygulama kısmında ise Erzurum il sınırları içerisinde Halk Sağlığı Müdürlüğüne bağlı birimlerde (Toplum sağlığı merkezleri ve Aile sağlığı merkezlerinde) çalışanlardan anket tekniği ile veriler toplanıp geri dönen anketler istatistiksel analizlere tabi tutulmuştur. Sonuç olarak dönüştürücü liderlik davranışıyla, iş tatmini ve örgütsel bağlılık arasında aynı doğrultuda ve anlamlı bir ilişki olduğu ön görüldüğü gibi doğrulanmıştır. Etkileşimci liderlik davranışıyla, iş tatmini ve örgütsel bağlılık arasında aynı doğrultuda ve anlamlı bir ilişki yapılan analiz sonucunda doğrulanmamıştır.Anahtar Kelimeler: Dönüştürücü Liderlik, Etkileşimci Liderlik, İş Tatmini ve Örgütsel Bağlılık In this study, it is aimed to investigate the effects of leadership style, transformative and influential leadership styles on job satisfaction and organizational commitment. The study consists of literature search and application sections. A literature search has been done to establish the theoretical structure of the study. In the literature review, firstly the concepts of leadership styles, transformative leadership, interactional leadership and job satisfaction and organizational commitment are explained and defined. In the application part, the data were collected from the employees working in the departments of the Public Health Directorate (community health centers and family health centers) located in the Erzurum provincial borders using questionnaire technique and the returned questionnaire forms were subjected to statistical analysis. As a result, it has been confirmed that there is positive and significant relationship between transformational leadership behavior and transformer leadership behavior, organizational commitment are in the same direction and have a meaningful relationship. It has not been confirmed as an analysis result that the interactionist leadership behavior, job satisfaction and organizational commitment are in the same direction and a meaningful relationship is made. 171

Objectives: This study divided leadership kinds into servant leadership, transactional leadership, transformational leadership, empowering leadership and issue leadership and analyzed their effects on organizational commitment and business performance. Methods/Statistical Analysis: This study set company J, a service enterprise, for the object of questions and the survey was conducted in the manner of distributing and collecting questionnaire directly. This study used Smart PLS 2.0 to test the research model. PLS analysis requires testing internal consistency, convergent validity, and discriminant validity for metrics and constructs. On the variables used for model to test internal consistency, composite reliability and confidence were analyzed. Findings: This study will consider modern leadership kinds–servant leadership, transactional leadership, transformational leadership, empowering leadership and issue leadership–through foregoing studies and then investigate the relationship between such leadership kinds and organizational commitment and organizational performance together with empirical analysis. Hypothesis 2 “Transactional leadership will have significant effect on organizational commitment” was accepted. Hypothesis 3 “Transformational leadership will have significant effect on organizational commitment” was accepted. Hypothesis 6 “Organizational commitment will have significant effect on business performance” was accepted. Improvements/Applications: It is considered a good idea that company J specialized in service should recognize and apply servant leadership of looking at subordinates as servant and issue leadership of trying to consult with subordinates and resolve important issues together.

Are there variations in behaviours and leadership styles of next-generation family members or descendants who join their family business due to different forms of commitment? Evidence from a dual respondent study of 109 Canadian and Swiss family firms suggests that descendants with affective commitment to their family firms are more likely to engage in discretionary activities going beyond the job description, thereby contributing to organizational performance. Next-generation members with normative commitment are more likely to engage in transformational leadership behaviours. Both affectively and normatively motivated next-generation members use contingent reward forms of leadership. A surprising finding of this study is the binding force of normative commitment on positive leadership behaviours of next-generation members. This study empirically tests the generalizability of the three-component model of commitment to family businesses, a context in which different forms of commitment may play a unique role.

Purpose – This study analyzes the effects of types of leadership on the employees of Italian restaurants, its efficacy, and organizational...

This study examines the influence of transformational leadership style on employees’ organizational commitment to change in Malaysia higher education context. Recently there has been a wave of changes due to the ranking system issue whereby Malaysian universities have not been able to break into the top 200 universities in the world. A total of 458 lecturers voluntarily participated in this study. The findings suggested that two dimensions of transformational leadership style namely, idealized influence and inspirational motivation were found to have positive relationship with personal commitment to change. Implications of the findings are further discussed.

The purposes of this study were (1) to describe the effects of transformational leadership and transactional leadership on the hospital member`s organizational commitment and turnover intention, (2) to provide with fundamental data in enhancing organizational effectiveness. For this purpose, the types of leadership, organizational commitment and turnover intention were evaluated among hospital members. A survey was conducted with 827 respondents working in a general hospital in Sungnam-shi. For the data analysis SPSS 10.0 was utilized. To verify the reliability and validity of variables, Chronbach`s and confirmatory factor analysis were processed. After descriptive analysis, regression analysis was conducted. In these progresses all the statistical significant levels were set at

Purpose – The purpose of this paper is to integrate leadership into the job demands-resources (JD-R) model. Based on self-determination theory, it was argued that engaging leaders who inspire, strengthen, and connect their followers would reduce employee’s levels of burnout and increase their levels of work engagement. Design/methodology/approach – An online survey was conducted among a representative sample of the Dutch workforce (n=1,213) and the research model was tested using structural equation modeling. Findings – It appeared that leadership only had an indirect effect on burnout and engagement – via job demands and job resources – but not a direct effect. Moreover, leadership also had a direct relationship with organizational outcomes such as employability, performance, and commitment. Research limitations/implications – The study used a cross-sectional design and all variables were based on self-reports. Hence, results should be replicated in a longitudinal study and using more objective measures (e.g. for work performance). Practical implications – Since engaged leaders, who inspire, strengthen, and connect their followers, provide a work context in which employees thrive, organizations are well advised to promote engaging leadership. Social implications – Leadership seems to be a crucial factor which has an indirect impact – via job demands and job resources – on employee well-being. Originality/value – The study demonstrates that engaging leadership can be integrated into the JD-R framework.

Bu çalışmanın amacı, çalışanların algıladığı etkileşimci ve dönüşümcü liderlik özellikleri ile örgütsel bağlılıkları arasındaki ilişkiyi belirlemek, bu ilişkide ilişkisel liderlik modelini esas alan Yönetici-Ast etkileşiminin ara değişken rolünü incelemektir. Çalışmanın evreninin İstanbul'daki Banka Şubelerinde çalışmakta olan personel oluşturmaktadır. Anket yöntemiyle elde edilen veriler yapısal eşitlik modeli tekniği ve doğrulayıcı faktör analizi ile analiz edilmiştir. Verilerin analizi SPSS 22 ve AMOS 6,0 Paket Programları kullanılarak gerçekleştirilmiştir. Ölçekler için yapılan doğrulayıcı faktör analizi uyum iyiliği değerleri incelenmiş, ölçeklerde bazı modifikasyonlar yapılmış, bu işlem sonucunda değerlerin yüksek uyumu gösterdiği ve ölçeklerin güvenilirlik değerlerin yüksek olduğu saptanmıştır. Bu araştırmanın ana amacı liderlik tarzlarının örgütsel bağıllık üzerindeki etkisinde yönetici-ast etkileşimi kalitesinin aracılık rolünün ortaya konması olduğu için hiyerarşik regresyon analizi çalışmada kullanılmıştır. Birinci aşamada liderlik tarzlarının örgütsel bağlılık üzerindeki etkisi araştırılmıştır. Etkileşimci liderlik tarzının anlamlı ve pozitif etkisi saptanırken, dönüşümcü liderlik tarzının örgütsel bağlılık üzerinde herhangi bir etkisine rastlanmamıştır. Dönüşümcü liderlik tarzı birinci aşamadaki kriteri sağlayamadığı için analiz dışında tutulmuş ve analize etkileşimci liderlik tarzı ile devam edilmiştir. İkinci aşamada liderlik tarzlarının ve örgütsel bağlılığın yönetici-ast kalitesi ile arasındaki ilişki analiz edilmiştir. Üçüncü aşamada ise liderlik tarzlarının örgütsel bağlık üzerindeki etkisinde yönetici-ast etkileşiminin aracılık rolü araştırılmıştır. Hiyerarşik regresyon analizi sonucunda yönetici-ast etkileşimi kalitesinin dört boyutunun da örgütsel bağlılık üzerinde anlamlı ve pozitif etkisi olduğu saptanmıştır. Etkileşimci liderlik tarzının örgütsel bağlılık üzerindeki etkisinin istatistiksel olarak anlamsızlaştığı tespit edilmiştir. Bu durum yönetici-ast etkileşimi kalitesinin analize dâhil edilmesiyle etkinin anlam düzeyinin değiştiğini ve etkisinin anlamlı olmadığını göstermektedir. Bu sebeple bu etkileşimde yönetici-ast etkileşim kalitesinin aracılık rolü oynadığı sonucuna ulaşılmaktadır. Yönetici-ast etkileşimi kalitesinin hangi boyutlarının bu rolü oynadığına ilişkin yapılan gözlem de sadakat ve etkileşime katkı boyutlarının yol analiz değerlerinin anlamlı olduğu bulgulanmıştır. Ancak sadakat boyutunun yol değerindeki değişimin de anlamlı olmadığı tespit edilmiştir. Böylelikle, yönetici-ast etkileşimi kalitesinin etkileşime katkı boyutunun etkileşimci liderlik tarzının örgütsel bağlılık üzerindeki etkisinde aracılık rolü olduğu sonucuna varılmıştır.Anahtar Kelimeler: Etkileşimci Liderlik, Dönüşümcü Liderlik, Örgütsel Bağlılık, Yönetici-Ast Etkileşimi, Banka Kurumları The aim of this study is to examine the relationships between transactional leadership, transformational leadership and organizational commitment levels of the employees and to test the mediating role of leader-member exchange quality perceptions. Employees working in Private Banks operating in Istanbul comprise population of the study. In order to evaluate the data gathered by survey technique, structural equational modelling technique and confirmatory factor analysis were performed. Data was analyzed by using SPSS 22 and AMOS 6.0 Programmes. As a result of the analysis, Fitness's indices show good fitness of the Structural model, confirmatory factor analysis of variables indicated that all mentioned criteria have been measured in the questionnaires and the variables revealed high reliability values. Because main aim of the study is to find out mediating role of leader-member exchange quality in the effect of leadership style on organizational commitment, hierarchical regression analysis is employed. In first step, effect of leadership style on organizational commitment is inquired. While there is a positive and significant effect of transacational leadership, no effect is observed for transformational leadership on organizational commitment. Once transformational leadership couldn't meet the requirements in the first step, it is kept out of analysis and analysis continued with transactional leadership. In the second step, relationship between ledarship styles and organizational commitment and leader-member exchange quality. In the third step, medaiting role of leader-member exchange quality in the relationship between leadership styles and organizational commitment. As a result of hierarchical regression analysis, it is observed that there is a positive and significant relationship among four factors of leader-member exchange quality and organiational commitment. It is found out that effect of transactional leadership on organizational commitment turn out insignificance. This shows that following including leader-member exchange quality in the analysis effect size changes and that effect is insignificant. Therefore, it is concluded that leader-member exchange quality plays a mediator role in the relationship. When detail analysis is further employed to determine factors' effects of leader-member exchange quality, it is observed that values of loyalty and contribution in path analysis are significant. However, it is found out that change in path value of loyalty is insignificant. Hence, it is contended that there is a mediation role of contribution in the relationship between transactional leadership and organizational commitment.Keywords: Transactional Leadership, Transformational Leadership,Organizational Commitment, Leader-Member Exchange Quality, Banking Institutions. 186

This study explores the theoretical and empirical distinction between developmental leadership and supportive leadership, which are currently encompassed in a single sub dimension of transformational leadership, individualized consideration. Items were selected to assess these constructs, and hypotheses regarding the differential effects of developmental and supportive leadership were proposed. Confirmatory factor analyses provided support for the proposed distinction between developmental and supportive leadership, although these leadership factors were very strongly associated. Structural equation modelling and multi-level modelling results indicated that both developmental leadership and supportive leadership displayed unique relationships with theoretically selected outcome measures. Developmental leadership displayed significantly stronger relationships with job satisfaction, career certainty, affective commitment to the organization and role breadth self-efficacy than did supportive leadership. Results provide initial evidence in support of the discriminant validity of these two types of leadership. Discussion focuses on the need to further examine the construct of developmental leadership.

Bu araştırmanın amacı, öğretmen ve akademisyenlerin algıladığı liderlik tarzları ile örgütsel bağlılıkları arasındaki ilişkiyi incelemek ve örgütsel bağlılık ile algılanan liderlik tarzlarının cinsiyete, öğrenim durumuna, eğitim verdiği kademeye ve mesleki deneyim süresine göre farklılaşıp farklılaşmadığını belirlemektir.Araştırmada öğretmen ve akademisyenlerin örgütsel bağlılığı araştırmanın bağımlı değişkenini, algıladıkları liderlik tarzları araştırmanın bağımsız değişkenini, cinsiyet, öğrenim durumu, eğitim verdikleri kademe ve mesleki deneyim süreleri de araştırmanın demografik değişkenini oluşturmaktadır.Araştırmada kullanılan veri toplama aracı olan `anket` üç bölümden oluşmaktadır. Birinci bölümde; araştırmaya katılan öğretmen ve akademisyenlere ilişkin kişisel bilgiler, ikinci bölümde; Allen ve Meyer tarafından geliştirilen `Üç Boyutlu Örgütsel Bağlılık Ölçeği`, üçüncü bölümde ise; Bass ve Avalio tarafından geliştirilen `Çok Faktörlü Liderlik (MLQ) Anketi` kullanılmıştır.Araştırmanın evreni, Kırıkkale ilindeki 104 okulda (ilk-orta-lise) görev yapmakta olan 2570 öğretmenden ve İstanbul Kültür Üniversitesi ile Yalova Üniversitesinde görev yapmakta olan akademisyenlerden oluşmaktadır. Araştırmanın örneklemini belirlemek için Kırıkkale İl Milli Eğitim Müdürlüğünden resmi yollarla alınan okulların sıralı tam listesinden, kolaylama örneklem yoluyla 15 okul seçilmiştir. Araştırmanın örneklemi bu okullarda/üniversitelerde görev yapan 489 öğretmen/akademisyenden oluşmaktadır.Araştırmanın sonuçlarına gore, algılanan dönüşümcü liderliğin duygusal bağlılıkla ilişkisi algılanan etkileşimci liderliğin duygusal bağlılıkla ilişkisinden daha yüksek, algılanan dönüşümcü liderliğin devam bağlılığıyla ilişkisi algılanan etkileşimci liderliğin devam bağlılığıyla ilişkisinden daha düşük ve algılanan dönüşümcü liderliğin minnet bağlılığıyla ilişkisi ile algılanan etkileşimci liderliğin minnet bağlılığıyla ilişkisinin benzer oranda olduğu bulgularına ulaşılmıştır.Öğretmen ve akademisyenlerin örgütsel bağlılık düzeyi alt boyutlarına ilişkin dağılım incelendiğinde; duygusal bağlılık tutumları cinsiyete, öğrenim durumlarına ve mesleki deneyim sürelerine göre anlamlı bir farklılık göstermezken eğitim verdikleri kademeye göre anlamlı farklılıklar göstermektedir. Devam bağlılığı tutumları cinsiyete göre anlamlı bir farklılık göstermezken, öğrenim durumuna, eğitim verdikleri kademeye ve mesleki deneyim sürelerine göre anlamlı farklılıklar göstermektedir. Minnet bağlılığı tutumları ise cinsiyete, eğitim kademesine ve mesleki deneyim sürelerine göre anlamlı farklılıklar gösterirken, öğrenim durumuna göre anlamlı bir farklılık göstermemektedir.Öğretmen ve akademisyenlerin algıladığı dönüşümcü liderlik tarzı; cinsiyet, öğrenim durumu ve mesleki deneyim süresine göre anlamlı bir farklılık göstermezken eğitim kademesine göre anlamlı farklılıklar göstermektedir. Algılanan etkileşimci liderlik tarzı ise cinsiyete göre anlamlı bir farklılık göstermezken öğrenim durumu, eğitim kademesi ve mesleki deneyim süresine göre anlamlı farklılıklar göstermektedir.Anahtar Kelimeler : Liderlik, Örgütsel Bağlılık, Dönüşümcü Liderlik, Etkileşimci Liderlik, Duygusal Bağlılık, Devam Bağlılığı , Minnet Bağlılığı The aim of this research is to investigate the relationship between teachers' and academicians' perception in leadership styles and organizational commitment and then to define whether organizational commitment and perceieved leadership styles differentiate according to gender, educational status, teaching level, and experience.In the research, the organizational commitment of the teachers and academicians forms the dependent variable, their perception in leadership style forms independent variable, and their gender, educational status, teaching level and experience forms demographic variable.A questionnaire, as a data collection tool used in this research, which was composed of three parts. The first part of the questionnaire included demographic information of the participants; the second part included `Three Dimensional Organizational Quesionnaire` developed by Allen and Meyer; the last part of the questionnaire included `Multifactor Leadership Questionnaire (MLQ)` developed by Bass and Avalio. The universe of the research is composed of 2570 teachers working at 104 schools (primary, secondary and high schools) in Kırıkkale and academicians working at Istanbul Kültür University and Yalova University. In order to determine the sample of the research, 15 schools were chosen from the sequential full list received from Kırıkkale Provincial Directorate of National Education formally via convenience sampling method. The sample of the research consists of these 489 teachers/academicians working at those schools/universities.According to the results of the study, the correlation between perceived transformational leadership and affective commitment is found higher than the correlation between perceived transactional leadership and affective commitment, correlation between perceived transformational leadership and continuence commitment is found lower than the correlation between perceived transactional leadership with continuence commitment and correlation between perceieved transformational leadership with normative commitment is found similar to the correlation between perceived transactional leadership and normative commitment.When we investigate the 9sub-dimensions of teachers' and academicians' organizational commitment, we see that while affective commitment attitudes doesn't show any significant difference in gender, educational status and experience differs in educational grade significantly. As continuence commitment attitudes doesn't show difference much by gender, it shows difference in terms of educational status, teaching level, and experience. Although normative commitment shows difference by gender, educational grade and experience significantly, this doesn't show great difference in terms of educational status.In addition, it was revealed that there is a positive correlation between the teachers' and academicians' perceiving leadership styles and organizational commitment.Key Words: Leadership, Organizational Commitment, Transformational Leadership, Transactional Leadership, Affective Commitm ent, Continuence Commitment, Normative Commitment. 119

Purpose: The aim of this work is the study and the discussion of the relationship between leadership styles and organizational commitment dimensions. Both styles of leadership known as transformational and transactional styles differ in the process by which the leader motivates his subordinates. Organizational commitment defined by its three types (Affective, Normative and Continuance) measures the strength of an individual identification with and involvement in the organization. Design/methodology/approach: An extensive literature research has been done in order to increase our understanding of leadership and organizational commitment as well as the relationship between these two concepts. Findings: The present study of the relationships between leadership styles and organizational commitment has shown how leadership dimensions can influence employee organizational commitment. Although there is considerable research available suggesting that transformational leadership is positively associated with organizational commitment in a variety of organizational settings and cultures, there has been little empirical research focusing on the precise ways in which style of leadership impacts employee organizational commitment. Originality/value: Some critics about previous empirical and theoretical studies will present and a number of areas for future research will highlight. In this sense, various areas that require additional research are developed and possible incorporation of some mediation variables are proposed in order to gather a better understanding about the mechanism that links leadership styles and followers organizational commitment.

While this study is to draw from the autocratic and transformational leadership styles to advance further understanding on the underlying mechanisms that enable leaders to behave in an autocratic or transformational manner; and to affect employee motivation, their behaviour and consequently, their organisational oriented ventures. The paper intends to establish the role of leadership style in motivating the teaching staff to be committed to their work. From these 13 high schools, 184 teaching staff were selected to participate. It should be noted that these ‘high schools were not performing above the provincial benchmark. In order to obtain a holistic view of the overall leadership style present in the school system, a Multifactor Leadership Questionnaire (MLQ) was used. The researchers administered the questionnaires with the assistance of schools’ administrative clerks and the completed questionnaires were collected by the research support group. Data were analysed by descriptive statistics, such as percentages, frequency and the Cronbach-alpha coefficient to test among other things, the reliability of describing the impact and the leadership style in these schools. The study reveals that there strong relationship between transformational leadership behaviours and commitment (affective commitment; continuance commitment; and normative commitment). The findings further highlighted the relationship trust, inspiring a shared vision, encouraging creativity and emphasising development as positive aspect that motivate staff. While it can be argued that transformational leadership cannot raise job satisfaction, however the commitment of teachers to their job can raise job satisfaction and ultimately improve the school’s academic performance. DOI: 10.5901/mjss.2014.v5n3p175

Örgütsel davranış disiplini, 20. yüzyıldan sonra önem kazanmıştır. Bu disiplininin konularından, liderlik, örgütsel bağlılık ve örgüt kültürü kavramları ile ilgili pek çok araştırma yapılmış ve kuramlar geliştirilmiştir. Bu çalışmada, liderlik ve örgütsel bağlılık ilişkisinde örgüt kültürünün rolü olup olmadığı araştırılmıştır. Çalışmada; liderlik, örgütsel bağlılık ve örgüt kültürü kavramları ile ilgili literatür taraması yapılarak, kavramlar ve ilgili yaklaşımlar açıklanmıştır. Araştırma konusunun seçiminde temel hareket noktası; gerek ulusal gerekse uluslararası çalışma sayısının çok sınırlı olması ve özellikle sağlık alanında Türkiye'de konuyla ilgili gerçekleştirilmiş bir çalışmaya rastlanmamasıdır. Özel bir sağlık grubu bünyesinde yer alan dört hastanede yapılan uygulamayla, farklı görevlerdeki çalışanların algıladıkları etkileşimci ve dönüşümcü liderlik davranışları ile örgütsel bağlılık düzeyleri arasındaki ilişkide örgüt kültürünün aracılık etkisinin araştırılması amaçlanmıştır. Bu amaç doğrultusunda dört hastanede görev alan toplam 416 iş görene anket uygulanmıştır. Çalışanların algıladıkları liderlik davranışları, örgütsel bağlılık düzeyleri ve örgüt kültürünü tespit etmek amacıyla kullanılan anket dört bölümden oluşmaktadır. İlk bölümde, çalışanların demografik bilgilerine ilişkin sorular yer almaktadır. İkinci bölümde, çalışanların algıladıkları etkileşimci ve dönüşümcü liderlik davranışlarını saptamak amacıyla kullanılan ve 36 ifadeden oluşan `Çok Faktörlü Liderlik Ölçeği` bulunmaktadır. Anketin üçüncü bölümünde çalışanların örgütsel bağlılık düzeylerini belirlemek üzere 18 ifadeden oluşan `Üç Bileşenli Örgütsel Bağlılık Ölçeği` yer almaktadır. Son bölümde ise örgüt kültürünü tespit etmek üzere Hofstede'in geliştirdiği, 19 ifadeden oluşan `Örgüt Kültürü Ölçeği` bulunmaktadır. Bu araştırmada doktorların, hemşirelerin ve idari personellerin algıladıkları etkileşimci ve dönüşümcü liderlik davranışları ile örgütsel bağlılık düzeyleri arasındaki ilişki ve bu ilişkide örgüt kültürünün rolü yapısal eşitlik modeli kurularak analiz edilmiştir. Araştırmada, sağlık grubunda çalışan doktorların, hemşirelerin ve idari personellerin algıladıkları etkileşimci ve dönüşümcü liderlik davranışları ile örgütsel bağlılık düzeyleri arasında istatistiksel olarak anlamlı ve pozitif yönlü bir ilişki tespit edilmiştir. Örgüt kültürü ve örgütsel bağlılık arasında ise hemşireler ve idari personeller için istatistiksel olarak anlamlı bir ilişki tespit edilirken, doktorlar için anlamlı bir ilişkiye rastlanamamıştır. Bu nedenle, örgüt kültürünün, etkileşimci ve dönüşümcü liderlik davranışları ile örgütsel bağlılık arasındaki ilişkide hemşireler ve idari personeller için aracılık etkisinden söz edilebilirken, doktorlar için aracılık etkisinden bahsedilememektedir. Organizational behavior discipline came into prominence after 20th century. Many researches have been made on the subjects of this discipline, as in leadership, organizational commitment and organizational culture, and many theories have been developed. In this study, whether if the organizational culture plays a part in the relation between leadership and organizational commitment is researched. Through literary research on leadership, organizational commitment and organizational culture concepts, these concepts and related approaches are explained. The main motivation in choosing this subject for this study is the scarcity of the studies on this subject both nationwide and worldwide and especially lack of studies on this subject in the field of medicine in Turkey. Through a practice executed in four hospitals, owned by a private medical institution, intermediary role of organizational culture on the relation between the transactional and transformational leadership behavior, as perceived by employees from various departments, and their organizational commitment levels, is aimed to be researched in this study. With this aim, a survey has been conducted with 416 employees, working in these four hospitals.The questionnaire, which is used to detect the leadership behaviors, organizational commitment and organizational culture, as perceived by employees, consists of four parts. Within the first part, the questions are about the demographical information of the employees. Within the second part, `Multifactor Leadership Questionnaire` with 36 questions that aimed to determine employees' perception on transactional and transformational leadership behavior is used. Within the third part, `Three-Component Organizational Commitment Questionnaire`, which includes 18 questions that aimed to determine the employees' levels of organizational commitment, is used. And the fourth part consists of Hofstede's `Organizational Culture Questionnaire`, which includes 19 questions. In this study, the relation between the transactional and transformational leadership behavior, as perceived by doctors, nurses and administrative staff, and their organizational commitment, and the role of organizational culture in this relation, is analyzed by establishing the equality model. In this research, a positive and meaningful correlation between the transactional and transformational leadership behavior, as perceived by doctors, nurses and administrative staff, and their organizational commitment, has been found. While among nurses and administrative staff, a statistically meaningful correlation between the organizational culture and organizational commitment was found, for doctors, no correlation was detected. Therefore, while for nurses and administrative staff, we can tell that there is an intermediary role of organizational commitment on the relation between the transactional and transformational leadership behavior and organizational commitment, the same does not apply for the doctors. 254

Bu araştırma belirli bir yörede çalışan sınıf öğretmenlerinin birlikte çalıştığı okul müdürlerinin liderlik stillerini ve kendi okullarına bağlılıklarını algılamaları ile okul müdürlerinin sınıf öğretmenlerinin okula karşı bağlılıklarını algılamaları arasındaki ilişkiyi belirlemek için yapılmıştır. Uygulama 2012-2013 eğitim-öğretim yılında, Mersin'in Tarsus ilçesinde bulunan ilköğretim okullarında gerçekleştirilmiştir. Veri toplamada "Liderlik Stilleri Ölçeği" ile "Örgütsel Bağlılık Ölçeği" kullanılmıştır. Anket verileri üzerinde t-testi, tek yönlü faktörlü anova(varyans analizi), Pearson korelasyon(ilişki) katsayısı yöntemleriyle istatistiksel analizler yapılmıştır. Sınıf öğretmenlerinin, okul müdürlerinin dönüşümcü liderlik stilleri ile kendi örgütsel bağlılıkları(duygusal bağlılık, devam bağlılığı ve normatif bağlılık) arasında pozitif yönde anlamlı bir ilişki bulunurken; sınıf öğretmenlerinin, okul müdürlerinin etkileşimci liderlik stilleri ile kendi örgütsel bağlılıkları arasında yalnızca duygusal bağlılık alt boyutuyla pozitif yönde anlamlı bir ilişki tespit edilmiştir., This research is working with teachers working in a particular region, school principals' perceptions of leadership styles and their commitment to their school, school teachers and school principals were conducted to determine the relationship between perceptions of loyalty to the. Application in the academic year 2012-2013, the primary schools in the town of Tarsus in Mersin realized. "Leadership Styles Questionnaire" and "Organizational Commitment Scale" are used in data collection. Survey data on the t-test, one-way factorial ANOVA (analysis of variance), and Pearson correlation (relationship) coefficient statistical analyzes methods. Classroom teachers, school principals' transformational leadership styles and their organizational commitment (affective commitment, continuance commitment and normative commitment) a significant positive correlation was found between the class teachers, school principals of transactional leadership styles and their organizational commitment sub-dimension of only positive emotional commitment A significant correlation has been determined.

The United States population is rapidly aging, and retaining direct care workers (DCWs) will continue to be a workforce concern for the industry in addressing the demand for long term care services. To date, scant literature exists that addresses the DCW perspective of leadership behaviors and their influence on organizational commitment. To respond to this deficiency, this research studied leadership behaviors of direct importance for DCWs at the immediate supervisor level, and provided empirical insight into organizational commitment among workers closest to patient care. Research on leader behaviors has focused on managerial and executive levels, with scant consideration in long term care at the lower hierarchical levels. Transformational leadership was hypothesized to have a significant positive relationship with organizational commitment, specifically affective and normative commitments, and a significant inverse relationship with continuance commitment. The quantitative correlational study explored the relationship between transformational leadership and organizational commitment among 322 direct care workers employed by nonprofit, multi-level long term care organizations located in the Midwest. Results revealed a statistically significant relationship between overall transformational leadership and organizational commitment as well as affective and normative commitment dimensions, with no significant relationship found between transformational leadership and continuance commitment. The study results are beneficial to industry leaders, researchers, and policymakers for addressing operational policies, leadership training, human resource practices, and workforce policy development. Operational policies should reflect the values of the organization and follow from a compelling, collective vision and mission. Human resources practices warrant review if not aligned with the vision, mission, and values. Leadership development training should considered for continuing education for supervisors at all levels as well as for potential policy alternatives.

Purpose: This study was conducted to identify the factors that influence nurses’ organizational citizenship behavior. Methods: A cross-sectional design was used, with a convenience sample of 547 nurses from four university hospitals in Seoul and Gyeonggi province. The data were collected through a questionnaire survey done from September 22 to October 10, 2008. The tools used for this study were scales on organizational citizenship behavior (14 items), self-leadership (14 items), empowerment (10 items), organizational commitment (7 items), job satisfaction (8 items) and transformational transactional leadership (14 items). Cronbach’s alpha and factor analysis were examined to test reliability and construct validity of the scale. The data collected were processed using SPSS Window 15.0 Program for actual numbers and percentages, differences in the dependent variable according to general characteristics, and means, standard deviations, correlation coefficients and multiple regression analysis. Results: The factors influencing nurses’ organizational citizenship behavior were identified as self-leadership (β=.247), empowerment (β=.233), job satisfaction (β=.209), organizational commitment (β= .158), and transactional leadership (β=.142). Five factors explained 42.0% of nurses’ organizational citizenship behavior. Conclusion: The results of this study can be used to develop further management strategies for enhancement of nurses’ organizational citizenship behavior.