Effect of Visionary Leadership on Organizational Citizenship Behavior: The Moderation Role of Organizational Flexibility

Authors

  • Zaid Sadeq Majid Business Administration Department, College of Administration and Economics, University of Basrah, Iraq
  • Hasan Oudah Abdullah Project Management Department, College of Administration and Economics/ Qurna, University of Basrah, Basrah, Iraq
  • Hadi AL-Abrrow Business Administration Department, College of Administration and Economics, University of Basrah, Iraq

Keywords:

Organizational Citizenship Behavior, Organizational Resilience, Visionary Leadership

Abstract

This study attempts to investigate the effect of visionary leadership on Organizational Citizenship Behavior (OCB) in the Basrah Oil Company (BOC) in regard to employees’ cooperation with others. During a visit in two organizations, 287 employees completed a survey measures cognitive capital and OCB in structured way, and uses it for the research design karayolların quantitative. Multiple Regression was used for testing the assumed relationships among variables and if organizational flexibility mediates between visionary leadership and OCB? The results demonstrated that VL behaviors, namely communication, employee feedback, and top management goal congruence, were weak predictors of OCB, explaining only 1% of the variance in employee helping behaviors. This is to say that leadership is barely an influence in promoting staff cooperation at BOC. Surprisingly, unlike an H2 prediction, organizational adaptability did not mediate visionary leadership's relationship with OCB, suggesting that other drivers might represent a stronger punishment for employees' cooperation.

The findings of this study demonstrate the requirement for a reexamination of leadership practices in BOC, while the promotion of organizational resilience should be a focus to drive OCB. The research highlights the need to investigate the relationship of different leadership styles, organizational flexibility, and OCB so that more effective means for enhancing teamwork and efficiency in dynamic and uncertain contexts such as energy may be developed. While some of its manifestations are well documented, the present article provides a fresh insight into the characteristics of such leadership, by examining the particular dynamics of it in a leading energy company of the region: the importance of leadership as central figure in addressing a complex and highly troubled with instability and future.

References

Aberson, C. L. (2019). Applied power analysis for the behavioral sciences. Routledge.

Abu Nasra, M. (2020). Organizational citizenship behavior in the Arab education system in Israel: personal factors vs. intra-organizational factors. International journal of leadership in education, 23(6), 712-733.

Adigwe, C. S. (2024). Transformational Leadership: A Comparative Exploration of the Leadership Prowess of Jeff Bezos and Steve Jobs. Asian Journal of Economics, Business and Accounting, 24(3), 68-89.

AlMazrouei, H., Bodolica, V., & Zacca, R. (2024). Learning goal orientation and turnover intention: an interplay between cultural intelligence and organizational commitment. International Journal of Organizational Analysis, 32(7), 1322-1357.

Batista-Foguet, J. M., Esteve, M., & van Witteloostuijn, A. (2021). Measuring leadership: an assessment of the Multifactor Leadership Questionnaire. Plos one, 16(7), e0254329.

Candrasari, R., Yorman, Y., Mayasari, N., Yulia, R., & Lake, F. (2023). Visionary leadership in education management: leading toward optimal achievement in the era of independent learning. Indonesian Journal of Education (INJOE), 3(3), 451-467.

Carpenter-Hubin, J., & Snover, L. (2022). Key leadership positions and performance expectations. In Organization and administration in higher education (pp. 28-50). Routledge.

Carrillo, R. A. (2019). The relationship factor in safety leadership: Achieving success through employee engagement. Routledge.

Chen, L., Zhang, Z. D., & Jia, W. T. (2020). When and why leaders’ helping behavior promotes employees’ thriving: Exploring the role of voice behavior and perceived leader’s role overload. Frontiers in Psychology, 11, 553512.

Ciulla, J. B., & Ciulla, J. B. (2020). Leadership and the problem of bogus empowerment. The search for ethics in leadership, business, and beyond, 177-195.

de Geus, C. J., Ingrams, A., Tummers, L., & Pandey, S. K. (2020). Organizational citizenship behavior in the public sector: A systematic literature review and future research agenda. Public Administration Review, 80(2), 259-270.

Dhammika, K. A. S. (2014, October). Visionary leadership and organizational citizenship behavior: an assessment of impact of sectarian difference. In Proceedings of the First Middle East Conference on Global Business, Economics, Finance and Banking (ME14 DUBAI Conference) Dubai (pp. 10-12).

Griffin, R. W., Phillips, J. M., & Gully, S. M. (2020). Organizational behavior: Managing people and organizations. CENGAGE learning.

Hai, M., Latif, S., Bilal, A. R., & Ahmad, B. (2022). Respect: give it to get it! Does leadership complimented with respect can foster creativity?. International Journal of Emerging Markets, 17(2), 621-644.

Harper, J., & Kezar, A. (2021). Leadership development for racially minoritized students: An expansion of the social change model of leadership. Journal of Leadership Education, 20(3), 156-169.

Kariuki, J. K. (2021). Idealized influence and inspirational motivation in a microfinance context: Review of literature. International Journal of Organizational Leadership, 10(Special Issue 2021), 120-140.

Karman, A. (2020). Flexibility, coping capacity and resilience of organizations: between synergy and support. Journal of Organizational Change Management, 33(5), 883-907.

Khan, A. N., Mehmood, K., Le, J., & Khan, N. A. (2023). Visionary leadership and leaders’ burnout: a weekly diary analysis. Asia Pacific Journal of Management, 1-30.‏

Kim, M., & Beehr, T. A. (2021). The power of empowering leadership: Allowing and encouraging followers to take charge of their own jobs. The International Journal of Human Resource Management, 32(9), 1865-1898.

Kirkpatrick, S. A., 2004. Visionary leadership theory: encyclopidia of leadership. NY: SAGE publication.

Knez, I., Hjärpe, D., & Bryngelsson, M. (2019). Predicting organizational citizenship behavior: The role of work-related self. Sage Open, 9(2), 2158244019854834.

Lyness, K. S., & Grotto, A. R. (2018). Women and leadership in the United States: Are we closing the gender gap?. Annual Review of Organizational Psychology and Organizational Behavior, 5(1), 227-265.

Madsen, S. R. (2024). Introduction to the Handbook of Research on Gender and Leadership. In Handbook of Research on Gender and Leadership (pp. xxiv-xxxiv). Edward Elgar Publishing.

Martin, B., Breunig, M., Wagstaff, M., & Goldenberg, M. (2024). Outdoor leadership: Theory and practice. Human Kinetics.

Mendiratta, A., & Srivastava, S. (2023). Workplace bullying and organizational citizenship behavior: the parallel mediating effects of job satisfaction and resilience. International Journal of Emerging Markets, 18(7), 1565-1586.

Mohammed, A. A., & AL-Abrrow, H. (2023). The impact of empowering and transformational leadership on organizational performance and innovation: the mediating role of shared leadership and moderating role of organizational culture in the Iraqi healthcare sector. International Journal of Organizational Analysis, 31(7), 3532-3552.

Morgan, K. (1970). Sample size determination using Krejcie and Morgan table. Kenya Projects Organization (KENPRO), 38, 607-610.‏

Nguyen, Q., Kuntz, J. R., Näswall, K., & Malinen, S. (2016). Employee resilience and leadership styles: The moderating role of proactive personality and optimism. New Zealand Journal of Psychology (Online), 45(2), 13.‏

Oberer, B., & Erkollar, A. (2018). Leadership 4.0: Digital leaders in the age of industry 4.0. International journal of organizational leadership.

Paul, H., Bamel, U. K., & Garg, P. (2016). Employee resilience and OCB: Mediating effects of organizational commitment. Journal of Decision Maker, 41(4), 308-324.

Podsakoff, P. M., MacKenzie, S. B., & Bommer, W. H. (1996). Transformational leader behaviors and substitutes for leadership as determinants of employee satisfaction, commitment, trust, and organizational citize. Journal of management, 22(2), 259-298.‏

Saintilan, P., & Schreiber, D. (2023). Managing organizations in the creative economy: Organizational behavior for the cultural sector. Routledge.

Shukla, S. K., Sushil, & Sharma, M. K. (2019). Managerial paradox toward flexibility: Emergent views using thematic analysis of literature. Global Journal of Flexible Systems Management, 20(4), 349-370.‏ ‏

Shukor, A. A. A., Newaz, M. S., Rahman, M. K., & Taha, A. Z. (2021). Supply chain integration and its impact on supply chain agility and organizational flexibility in manufacturing firms. International Journal of Emerging Markets, 16(8), 1721-1744.‏

Sony, M., Antony, J., & Mc Dermott, O. (2023). How do the technological capability and strategic flexibility of an organization impact its successful implementation of Industry 4.0? A qualitative viewpoint. Benchmarking: An International Journal, 30(3), 924-949.

Stoner-Zemel, M. J. (1988). Visionary leadership, management, and high performing work units: an analysis of workers' perceptions. University of Massachusetts Amherst.

Suratman, A., Suhartini, S., Palupi, M., Dihan, F. & Muhlison, M. B. (2021). The impact of psychological climate and self-resilience on employee performance during the COVID-19 pandemic. The Journal of Asian Finance, Economics and Business, 8(5), 1019-1029

Teo, W. L., Lee, M., & Lim, W. S. (2017). The relational activation of resilience model: How leadership activates resilience in an organizational crisis. Journal of Contingencies and Crisis Management, 25(3), 136-147.‏

Wang, M., Guo, T., Ni, Y., Shang, S., & Tang, Z. (2019). The effect of spiritual leadership on employee effectiveness: An intrinsic motivation perspective. Frontiers in psychology, 9, 2627.

Warner, K. S., & Wäger, M. (2019). Building dynamic capabilities for digital transformation: An ongoing process of strategic renewal. Long range planning, 52(3), 326-349.

Widodo, W. (2021). The effect of organizational citizenship and visionary leadership on contextual performance: A case study in Indonesia. Journal of Asian Finance, Economics and Business, 8(6).‏

Widodo, W., Gustari, I., & Permana, R. (2023). A mediation model of the effect of visionary leadership on teachers’ organizational citizenship behavior. International Journal of Learning, Teaching and Educational Research, 22(4), 104-123.

Downloads

Published

2025-05-12

How to Cite

Majid , Z. S., Abdullah , H. O., & AL-Abrrow , H. (2025). Effect of Visionary Leadership on Organizational Citizenship Behavior: The Moderation Role of Organizational Flexibility. American Journal of Management Practice, 2(5), 23–34. Retrieved from https://semantjournals.org/index.php/AJMP/article/view/1691

Similar Articles

1 2 3 > >> 

You may also start an advanced similarity search for this article.