Investigating the Mechanism through which Transformational Leadership Influences Change-Oriented Organizational Citizenship Behavior: The Role of Job Crafting and Employee Resilience

Abstract

There has been a growing interest in investigating change-oriented organizational citizenship behaviors of employees. These behaviors drive continuous organizational change and ensure innovative potential of organizations. The purpose of the current study is to examine the effect of transformational leadership on change-oriented organizational citizenship behaviors of employees. Moreover, the mediating effect of job crafting (structural resources, social resources, and job challenges) is also investigated. Another purpose of the study is to test the moderating effect of employee resilience on the link between transformational leadership and change-oriented organizational citizenship behaviors. Data has been collected from 328 employees working in software houses. The study is quantitative in nature and cross-sectional surveys were used to collect data. Data analysis shows that transformational leaders enhance change-oriented organizational citizenship behaviors of employees. Job crafting mediates the effect of transformational leadership on change-oriented organizational citizenship behavior. The study also confirms that resilient employees are more readily involved in change-oriented organizational citizenship behaviors under transformational leaders.