Improving Human Resource Performance Through Transformational Leadership and Organizational Culture, with Citizenship Behavior (OCB) as an Intervening Variable at Sahabat Ilmu Islamic School

Budi Arianto

doi:10.46799/adv.v4i8.605

Authors

Budi Arianto Universitas Islam Sultan Agung

DOI:

https://doi.org/10.46799/adv.v4i8.605

Keywords:

Transformational Leadership, Organizational Culture, Organizational Citizenship Behavior, Human Resource Performance, Educational Organizations

Abstract

Human resource performance is essential for sustaining service quality and organizational effectiveness in educational institutions; however, leadership and organizational culture do not always directly translate into improved performance. This study aimed to examine the effects of transformational leadership and organizational culture on human resource performance, with Organizational Citizenship Behavior (OCB) as an intervening variable at Sahabat Ilmu Islamic School. A quantitative explanatory research design was employed using a saturated sampling technique involving all 102 educators and educational staff. Data were collected through a five-point Likert-scale questionnaire and analyzed using Structural Equation Modeling–Partial Least Squares (SEM-PLS) with bootstrapping to examine direct and indirect effects. The results showed that transformational leadership and organizational culture did not have significant direct effects on human resource performance. However, transformational leadership significantly affected OCB (B = 0.359, p = 0.012), organizational culture significantly affected OCB (B = 0.264, p = 0.033), and OCB significantly affected human resource performance (B = 0.730, p < 0.001). Furthermore, OCB fully mediated the effects of transformational leadership and organizational culture on human resource performance. The study concluded that leadership and organizational culture improved human resource performance primarily by fostering voluntary extra-role behaviors among school employees, thereby strengthening cooperation, participation, initiative, and collective organizational effectiveness.

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