The effect of leadership style on organizational citizenship behavior among Air Force civil engineers

by Altman, Matthew R., Ph.D., CAPELLA UNIVERSITY, 2013, 112 pages; 3558928

Abstract:

The purpose of this survey research was to determine whether a relationship exists between leadership style and organizational citizenship behavior (OCB) among active duty Air Force Civil Engineers stationed at a military installation in Europe. Using a quantitative methodology, this study fills a void in existing OCB research relating the desired behavior to leadership style. The ultimate goals of the research were to determine if a relationship existed between leadership style and OCB and if so, help inform Air Force leadership development programs to vector leaders towards more productive leadership styles. As a result of its findings, this study's Null Hypotheses were rejected and the Alternate Hypotheses accepted, indicating that a relationship does exist between leadership style and OCB. This was accomplished using a sample of 117 active duty Air Force Civil Engineers stationed at a particular military installation in Europe, who were surveyed using two established instruments: the Multifactor Leadership Questionnaire-5X, which measures characteristics of transformational, transactional, and laissez-faire leadership behavior, and Fox and Spector's (2011) 20-item OCB checklist, which measures the cumulative presence of OCB. Ultimately, the study results helped fill a void in existing research while creating a potential leadership model to develop future Air Force leaders.

AdviserJohn Herr
SchoolCAPELLA UNIVERSITY
Source TypeDissertation
SubjectsManagement; Organizational behavior
Publication Number3558928

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