Relationship between Benevolent Leadership with Task Performance, Organizational Citizenship Behavior and Affective Commitment of Employees in a Service Organization

Abstract

This study investigated the relationship between benevolent leadership with task performance, organizational citizenship behavior and affective commitment. Participants included 242 employees from a service organization who completed Benevolent Leadership Scale (Karakas, 2009), Task Performance (Williams and Anderson, 1991), Organizational Citizenship Behavior Scale (Podsakoff, Mackenzie, Moorman, & Fetter, 1990), and Affective Commitment Scale (Meyer and Allen, 1991). The results showed that there are significant simple and multiple relationships between subscales of benevolent leadership (ethical sensitivity, spiritual depth, positive engagement, and community responsiveness), and task performance, organizational citizenship behavior and affective commitment. In addition, the results of stepwise regression technique showed that ethical sensitivity, spiritual depth, and positive engagement have the most significant effect on criterion variables.