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Academic Journal of Business & Management, 2023, 5(25); doi: 10.25236/AJBM.2023.052507.

Effects of Transformational Leadership on Managerial Performance: Organizational Citizenship Behavior as Mediator


Dongping Liang

Corresponding Author:
Dongping Liang

Lyceum of the Philippines University, Manila, Philippines


Despite the importance of transformational leadership to organizational success, a number of hitherto unexplored aspects still exist as regards its relationship with managerial performance. This study seeks to shed light on this relationship by investigating the mediating role of organizational citizenship behavior. The study employed an online questionnaire to gather data from a sample of 106 teachers within the education industry. This study is designed to verify the influence of transformational leadership on management performance using organizational citizenship behavior as a mediator. The author found that: (1) transformational leadership has a positive effect on management performance; (2) transformational leadership has a significant positive effect on organizational citizenship behavior; and (3) organizational citizenship behavior mediates the relationship between transformational leadership and management performance. An intriguing aspect of this research is its focus on teachers within the education sector, a context distinct from profit-oriented companies. This shift in focus is vital, as it broadens the understanding of transformational leadership's applicability and impact. By conducting the study among teachers, the research opens avenues for enhancing the managerial performance of the schools in China, where fostering student growth and success is of paramount importance.


Transformational Leadership, Management Performance, Organizational Citizenship Behavior

Cite This Paper

Dongping Liang. Effects of Transformational Leadership on Managerial Performance: Organizational Citizenship Behavior as Mediator. Academic Journal of Business & Management (2023) Vol. 5, Issue 25: 48-56. https://doi.org/10.25236/AJBM.2023.052507.


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