The influence of transformational leadership style on organizational citizenship behavior of generation z employees in Ho Chi Minh City: Mediating role of jobsatisfaction, organizational identity and work engagement

Abstract

Transformational leaders are change agents who can create and articulate a clear vision for an organization. They inspire followers and act in a way that makes followers want to trust them. This study focuses on examining the influence of transformational leadership on organizational citizenship behavior of Gen Z workers in Ho Chi Minh City. In addition, the study also explores the influence of the following factors: Job Satisfaction (JS), Work Engagement (WE) and Organizational Identification (OID) on Organizational Citizenship Behavior (OCB); as well as examine the mediating role of these factors in the relationship between transformational leadership and OCB. The research is carried out by a method that combines qualitative research and quantitative research carried out independently and at the same time. Qualitative research based on 7 in-depth interviews with 7 respondents and observing a group discussion was carried out by us, then the results were analyzed based on coding techniques. Quantitative research is done by collecting data through online surveys. With a sample of 303 valid observations, we used to conduct quantitative analysis on IBM SPSS 20 and AMOS 24 software. The research results show that the transformational leadership style of superiors has a positive influence on the organizational citizenship behavior of subordinate employees. At the same time, factors such as Job Satisfaction (JS), Work Engagement (WE) and Organizational Identification (OID) were also identified as increasing employees' positive Organizational Citizenship Behaviors and demonstrated the right mediator role as our proposed research hypotheses.