Impacts of Transformational-leadership on Organizational Citizenship-Behavior and Organizational-Conflict: A Survey of University Teachers in Khyber Pakhtoonkhwa, Pakistan.
Transformational leader creates idealized influence through inspirational-motivation, intellectual-stimulation and individualized-consideration of every employee and groups. Obviously, the effects of this kind of work-environment increase the sense of OCB among the workforce and there are decreasing chances of any organizational conflict between individuals, groups, and organizational management. Literature reports these relationships of TFL with OCB and OCF. Scientific research-methodology has been used grounded in the positivism research-philosophy. A theoretical research-model was extracted from the literature and then tested/verified with first-hand data from university academicians from Khyber Pakhtunkhwa.
Empirical results very strongly verify the assumptions of relationships between predictor and criterion variables. There are significant associations (OCB: r = 0.728**; p-value = 0.000 & OCF: r = -0.650**; p-value = 0.000) and cause-n-effect links of TFL with both OCB and OCF (Positive: R2 = .530; Beta = .428; p-value = 0.000 & Negative: R2 = .423; Beta = -.697; p-value = 0.000). The findings have implications for the HRM practices in higher education institutions of Khyber Pakhtunkhwa, in particular, and Pakistan, in general.