Role of Organizational Commitment & Transformational Leadership in Enhancing Employee in Role Performance and OCB

International Journal of Business and Management Invention
ISSN (Online): 2319 – 8028, ISSN (Print): 2319 – 801X
www.ijbmi.org || Volume 4 Issue 9 || September. 2015 || PP-06-12
www.ijbmi.org 6 | Page
Role of Organizational Commitment & Transformational Leadership in
Enhancing Employee in Role Performance and OCB
1
Nabila Abid, 2
Yasir Aftab Farooqi
1,
MS Scholar National Collage of Business Administration & Economics, Gujrat, Pakistan
2,
Lecturer Faculty of Management & Administrative Sciences, University of Gujrat, Pakistan
ABSTRACT: Past and present studies discuss the importance of transformational leadership and
organizational commitment in an organization. This study further aimed at adding into the existing body of
literature and explores the relationship between organizational commitment, transformational leadership and
its role in enhancing employee in role performance and organizational citizenship behavior in banking sector of
Pakistan. Study explores a significant positive relationship between variables. A sample of 240 employees
working in public sector was drawn using multistage cluster sampling. 180 respondents took final part and
response rate was 75%. Data was collected primarily with help of questionnaire and further analyzed with help
of several techniques e.g. descriptive statistics to describe & summarize the data. Correlation and regression
analysis was run to prove the hypothesis of the study.
Keywords: Organizational commitment, Transformational leadership, Employee in role performance,
Organizational citizenship behavior (OCB)
I. Introduction
Today business communities realize the dynamic nature of the environment, in which they might
confront opportunities as well as threats in any form, and ultimate result of which could be drastic impact upon
whole organization. Organizations heading towards globalization and it can challenge competitiveness of both
domestic and multinational organizations. To stay competitive in this global environment require organizations
to focus more on sustaining their competitive edge by nourishing human assets. Organizational efficiency and
effectiveness demands best usage of its assets/resources. Human assets is most important of all, organization
wants its employees to persist maximum level of effort (by performing in role performance and by displaying
OCB) and achieve its goals successfully. Talent alone is of no use if employees lacks in commitment and think
of themselves first, not of organization as a whole. Organization should invest in to increase employee’s
performance and develop sense of commitment toward organization.
Job performance referred to an activity in which employee utilizes organizational resources to perform their
assigned tasks successfully under normal set of limitations(Laiba et al., 2011).Organizational growth depends on
new competent resource hiring and sustaining committed workforce which are true valuables of an organization
(khalid et al., 2013).
What to do with talent, if employees lacks in commitment for their organization. Organizational commitment
develops employee feelings of loyalty, devotion, duty and sense of security (Liu, 2006). Alone employees
cannot develop organizational commitment nor do it develop by its own. A Leader is one which can help
employees develop sense of commitment toward their organization. Leader guides and set direction and wants
every single employee to put maximum potential to reach goal/targets. Transformational leader is an important
part of an organization and act as mentor and help employee nurture their core task behavior and also help
increasing their organizational citizenship behavior (Piccolo & Colquitt, 2006).Employee in role performance is
also termed as core task behavior of employees (Zhu, 2013).Organizational citizenship behavior embodied all
those behaviors together which are proven to increase organizational effectiveness across peoples and time
(Organ, 1997).
This study aimed at analyzing the relationship that exists between organizational commitment and
transformational leadership, employee in role performance and OCB, and also explores the influence of
organizational commitment and transformational leadership on employee in role performance and OCB.
II. Problem statement
Organizational success depends heavily upon the behaviors of its employees because they are the ones
which are directly involved in the practical execution of organizational objectives and goals and by retaining
competitive resource, an organization can sustain its position in dynamic environment. Organization can retain
employees only if they are rich in commitment toward their organization. According to Naveed et al. (2014)
organizational commitment can make an organization more efficient in achieving its goals and objectives.

Role of Organizational Commitment & Transformational…
According to Liang-Chieh et al. (2011) behaviors embodied in transformational leader can influence employees
to put maximum effort to reach high level of performance.
Banking sector plays a vital role in economy of Pakistan and this study aimed at analyzing the factual influence
transformational leadership and organizational commitment has on employees in role performance and OCB.
Objectives:
Objectives of the study are as follows;
i. To analyze the impact of organizational commitment on employee in role performance
ii. To analyze the impact of organizational commitment on organizational citizenship behavior.
iii. To analyze the impact of transformational leadership on employee in role performance
iv. To analyze the impact of transformational leadership on organizational citizenship behavior.
III. Significance of the study
Success of an organization depends upon the transformational leader and on committed workforce. It
injects employees a feeling of commitment, sense of attachment towards organization which lowers impact of
negative factors (khalid et al., 2013). Transformational leader help retain competent work force under his
leadership and also help employees to achieve competitive qualities and boost employee’s performance (Bass B.
M., 1985). Committed employees perform their core task in more efficient way than uncommitted ones.
This study will add to the knowledge of academicians, and also helps managers to understand the importance of
commitment and transformational leadership in influencing employee in role performance & OCB in positive
way which will result in better organizational functioning and goals achievement. Organization can also use this
study to make policies and strategies that can support the commitment and appropriate leadership style that can
make employees perform well.
Literature Review
Organizational Commitment and Employee in Role Performance:
Morally committed employees of an organization can increase the productivity and perform their core tasks and
formal duties and contributions better than those not committed to the organization (Aaron Cohen, 2012).
Employee in role behavior is comprised of the formal set of activities and duties he performs for an organization
for he gets remunerated (L.kahn, 1978).Organizational commitment is association of employees with their
organization (Naveed et al., 2014). Organizational commitment defined as a degree to which an employee
recognizes himself with the organization and wanted to stay long with it. It is a degree to which an employee
shows commitment and willingness to work for the organization in future (khalid et al., 2013).According to
(Liu, 2006) organizational commitment is characterized by three factors:
1) Employee’s behavior shows that he has belief in his organization and accepts its values& goals.
2) Employee show willingness and exercise maximum effort on behalf of his organization
3) When Employee wanted to stay long with the organization.
Committed employees of an organization increase the probability of increased productivity, so more committed
employees will perform their tasks better than uncommitted workforce. According to (Cohen, 2007) when
organizational commitment increases it leaves a positive impact on employee work behavior. Employees formal
contributions for his organization is also known as employee in role performance, organizations motivates
employees to develop feelings of attachment and sense of commitment with it and increase in organizational
commitment make employees formal contribution more efficient.(Aaron Cohen, 2012).
H1: Increase organizational commitment can increase employee in role performance
OCB is known as “employees extra role behavior” which has a positive impact upon whole performance of
employees (Podsakoff et al., 2000). OCB is important because it can contribute to organizational effectives and
shape organizational, psychological and social context which serves as a catalyst for core employee activities
and processes. OCB include activities which are not formal part of the job and includes cooperating and helping
others in an organization to accomplish tasks or objectives (Borman & Motowidlo, 1997). By transforming
organizational resources organizational citizenship behavior increase operational efficiency and effectiveness of
organization (Zhu, 2013).
Organizational commitment injects feelings of loyalty, attachment, duty, devotion and a positive sense of
security in employees(Liu, 2006).Organizations strive to increase and sustain organizational commitment which
has positive impact upon employees work behavior (Cohen, 2007). Number of studies shows that organizational
commitment is recognized as one of more consistent and stable determinants of organizational citizenship
behavior (Meyer et al., 2002). Meyer & Herscovitch further elaborated that a positive relation is seen and found
between organizational citizenship behavior and organizational commitment.
H2: Increase organizational commitment can increase organizational citizenship behavior

Transformational leadership& employee in role performance and OCB:
Transformational leaders are those who have the ability and exhibit behaviors which make followers to think
beyond limits and also inspire followers to perform beyond the level of expectation (Bass B. M.,
1985).Transformational leader has behaviors which play a vital role in motivation of employees and make them
exert maximum effort and strive to high level of in role performance(Liang-Chieh et al., 2011).Employee in role
performance is activities which are part of employee’s formal role requirements (Borman & Motowidlo, 1997).
Transformational leader has much influence on follower’s performance and they make them work for collective
benefits not for individual interest, at that level employees link their contributions with that of organization and
think of themselves as a part of whole organization, it turns them into more willing employees who not only
perform their role actively but also cooperate to make a positive healthy contribution to the work context
(Padsakoff et al., 1990). Transformational leadership along with OCB positively influences followers to behave
in a way which facilitate high level of employee in role performance (Piccolo & Colquitt, 2006).
H3: Increase in transformational leadership can increase employee in role performance
Recently organization started focusing more on organizational citizenship behavior (Padsakoff et al.,
1990).OCB include activities which are not formal part of the job and includes cooperating and helping others in
an organization to accomplish tasks or objectives (Borman & Motowidlo, Task Performance and Contextual
Performance:The Meaning for Personnel for selection research, 1997).Organizational citizenship behavior is
“employees extra role behavior” which has a positive impact upon whole performance of employees (Podsakoff
et al., 2000). OCB cover behaviors which are of utmost importance for an organization, and transformational
leaders are ones which stimulates organizational citizenship behaviors within followers (Padsakoff et al., 1990).
Transformational leadership positively affects employees’ behaviors and develops a psychological contract with
them which triggers organizational citizenship behaviors in employees (Pillai et al., 1999). Transformational
leaders increase followers performance by enhancing and encouraging organizational citizenship behavior in
them (Sabin et al., 2007).
H4: Increase in transformational leadership can increase organizational citizenship behavior
Conceptual framework:
IV. Research Methodology
Research paradigm:
The purpose of any research should underline the inquiry mode, hence paradigm of that research. Research on
social sciences is mainly based on two main paradigms named positivism or systematic/quantitative approach
and constructionism or qualitative approach. Positivism approach emphasizes more on objectivity and
knowledge about real world data but it covers both qualitative and quantitative research, distinction can be seen
in measurement of variables and in use of methodology (kumar, 2005).
The Present study fall in positivism research paradigm as the ontological approach of the research is based upon
the acceptance of a single concept as knowledge. The epistemological approach is objective and deductive
methodological approach is used. This study is conducted by using questionnaire as a data collection technique
and probability sampling was used for drawing sample from population in an unbiased way.
Sampling Design:
Study population comprised of employees working in public sector banks in Punjab. The targeted banks include
Bank of Punjab & Bank of Punjab. Sample was drawn using multistage cluster sampling by using which we

have selected Punjab province among all province. Clusters then further made according to geographical
locations of Punjab and we had 9 divisions named Bahawalpur, Faisalabad, Dera Ghazi Khan, Lahore,
Gujranwala, Rawalpindi, Multan, Sargodha and Sahiwaal by using simple random sampling, cluster of
Gujranwala division was selected. Gujranwala cluster then further divided into six strata’s on the basis of
districts in Gujranwala named Gujranwala district, Sialkot district, Mandi bahaudin district, Gujrat District,
Narowal district and Hafizabad District. Then we use disproportionate stratified random sampling, and 5
branches of each bank from each district were selected and total 4 employees from each bank branch were
targeted. So the total sample size of this study was 240. The response received was 180 (75 percent).
Data collection methods:
For present study questionnaires used as data collection method. Questionnaires were personally administrated
as well as through e-mails.
Questionnaire:
The proposed questionnaire includes the following variables:
Organizational Commitment:
Organizational commitment measured by using15 items cover affective, normative and continuance
commitment developed by (meyer & Allen, 1997).
Transformational leadership:
Transformational leadership was measured by adopting items from “Multifactor Leadership Questionnaire”
(MLQ- 5X Short Form) (Bass & Avolio, 1997).
Employee in role performance:
Employee in role performance was measured by adopting scale developed by (Rehman, 2013).
Employee extra role performance:
To measure Organizational Citizenship Behavior (OCB); we used OCB measure developed by (lee & allen,
2002).
Data Analysis:
Descriptive Analysis
Table A-1 shows that among 180 respondents 138 (76.7%) respondents were male and 42 (23.3%) were female.
Out of all 132 (73.3%) were married and 48 (26.7%) were unmarried. Study was conducted on banking sector,
in which 15 (8.3%) employees were junior officers, 60 (33.3%) were officer grade 3 level employees, 23
(12.8%) were officer grade 2 level employees, 14 (7.8%) employees were officer grade level 1, 42 (23.3%)
employees were branch managers at bank of Punjab and national bank of Pakistan and 26 (14.4%) employees
were operational managers at banks. Targeted banks were public and employees were having experience from 1
to 20 years, because of public sector banks many employees were having experience more than 20% too.
Cronbach’s Alpha was used to check the reliability of the content. In A-2 table of the appendix, Cronbach’s
Alpha values are proving the reliability of the constructs, value of alpha was 0.867 and total number of items is
52. Correlation analysis was run to check the relationship strength and table A-3 is proving the positive
attachment of variables transformational leadership and organizational commitment with employee in role
performance and OCB with the 0.00 significance. For further analysis two sets of multiple regression was run
(appendix table A-4) and in Annova table significance value is less than 0.05 and model summary table check
the strength of relationship between all four variables. In model summary table value of adjusted R square
(which is .44 (44%) showing 44% degree of change where we took OCB as dependent variable and
Transformational Leadership and Organizational Commitment as independent variables (table A-4 (a)). The
value of adjusted R square (which is .258 (26%) showing 26% degree of change where we took employee in
role performance as dependent variable and Transformational Leadership and Organizational Commitment as
independent variables (table A-4 (b)).
V. Discussion
Present study proposed that organizational commitment and transformational leadership has a
significant positive relationship with organizational citizenship behavior and employee in role performance. In
the banking sector employees working in various level from junior officer to branch manager (AVP) all are
influenced by leader’s behavior and transformational leadership proved to leave a positive impact to increase
employee in role performance and organizational citizenship behavior. Transformational leaders are those who
have the ability to stimulate followers to perform beyond the level of expectation (Bass B. M., 1985).
Organizational commitment is actually employees association with the organization (Naveed et al., 2014), and
this association can increase employee core task behavior to perform the job parts effectively and also increase
the organizational citizenship behavior, which cover the activities that are beyond the formal part of the job and
includes helping all in an organization to accomplish tasks(Borman & Motowidlo, Task Performance and
Contextual Performance:The Meaning for Personnel for selection research, 1997). There are also some
limitations embedded in present study, which includes time and resources constraints. That might result into low
generalizability, because target area is one (Punjab) province of Pakistan. This research offers a point for further

studies in future as there can be involvement of certain other variables which can play the mediating or
moderating role between the relationship of Independent (Transformational Leadership, Organizational
Commitment) and dependent( OCB, Employee in Role Performance) variables. Many other leadership styles
can also be used for further studies.
Reference
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Appendix
Table A-1 Data and Descriptive Statistics
Gender Male 138 (76.7%)
Female 42 (27.3%)
Marital status Unmarried 48 (26.7%)
Married 132 (73.3%)
Designation Junior officer 15 (8.3%)
OG3 60 (33.3%)
OG2 23 (12.8%)
OG1 14 (7.8%)
BM 42 (23.3%)
OPM 26 (14.4%)
Experience 1-5 years 61 (33.9%)
6-10 years 40 (22.2%)
11-15 years 14 (7.8%)
16-20 years 32 (17.8%)
20 & above 33 (18.3%)

Table A-2 Cronbach’s Alpha (reliability test)
Cronbach’s Alpha Number of items
0.867 52
Table A-3 Correlation Analysis
OC TL OCB EIRP
Organizational
commitment
Pearson Correlation --- .820** .307** .365**
Sig. (2-tailed) .000 .000 .000
N 180 180 180 180
Transformational
leadership
Pearson Correlation .820** --- .593** .508**
Sig. (2-tailed) .000 .000 .000
N 180 180 180 180
Organizational
Citizenship
behavior
Pearson Correlation .307** .593** --- .712**
Sig. (2-tailed) .000 .000 .000
N 180 180 180 180
Employee in role
performance
Pearson Correlation .365** .508** .712** ---
Sig. (2-tailed) .000 .000 .000
N 180 180 180 180
Note: Correlation is significant at the 0.01 level (2-tailed).
Regression analysis
Table A-4 (a)
Regression Analysis for the Effect of Transformational Leadership and Organizational Commitmenton
OCB and Employee in Role Performance
Model Summary
Model R R Square
Adjusted R
Square
Std. Error of the
Estimate
1 .671a
.450 .444 .35864
a. Predictors: (Constant), Transformational Leadership,
Organizational Commitment
Coefficients
Model
Unstandardized Coefficients
Standardized
Coefficients
t Sig.B Std. Error Beta
1 (Constant) .179 .189 .948 .345
Organizational
Commitment
-.633 .113 -.548 -5.625 .000
Transformational
Leadership
1.462 .137 1.042 10.700 .000
a. Dependent Variable: organizational
citizenship behavior
Table A-4 (b)

Model Summary
Model R R Square
Adjusted R
Square
Std. Error of
the Estimate
1 .516a
.266 .258 .37154
a. Predictors: (Constant), transformational leader, organizational
commitment
ANOVAb
Model Sum of Squares df Mean Square F Sig.
1 Regression 8.877 2 4.438 32.152 .000a
Residual 24.433 177 .138
Total 33.310 179
a. Predictors: (Constant), transformational leader, organizational
commitment
b. Dependent Variable: employee in role performance
Coefficients
Model
Unstandardized Coefficients
Standardized
Coefficients
t Sig.B Std. Error Beta
1 (Constant) .479 .196 2.446 .015
Organizational
commitment
-.165 .117 -.159 -1.413 .159
Transformational
leader
.804 .142 .638 5.678 .000
a. Dependent Variable: employee in role performance

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