Evaluating the Impact of Authentic Leadership Behavior on Ocb (Organisational Citizenship Behavior) Performance: A Study of Higher Education Institutions.

Abstract

The purpose of this study is to investigate how perceptions of authentic leadership behavior in academic settings relate to various aspects of organizational citizenship behavior (OCB). The need of understanding the relationship between leadership qualities and employee behaviors in academic settings, and how these factors impact organizational dynamics, is the driving force behind the study. Key drivers of leadership authenticity will be identified, and the impact of OCB variables on perceptions of ALB will be examined. We adopt a quantitative research strategy based on sending out structured questionnaires to a random sample of 100 college employees from a range of departments and roles. In addition to demographic questions, the survey includes validated measures for gauging OCB (organizational citizenship behavior) and thoughts on Authentic Leadership Behavior. When looking for connections between variables, quantitative data analysis methods like regression analysis, correlation analysis, and descriptive statistics come in handy. Certain traits of Organizational Citizenship Behavior (OCB), including kindness, diligence, civic virtue, and civility, are positively associated with perceptions of Authentic Leadership Behavior, according to the results. These variables were identified as significant predictors of leadership authenticity in a regression analysis. The implications of these findings for organizational leaders and legislators are discussed in the latter section of the study. In order to promote leadership effectiveness in many settings, including higher education institutions, it emphasizes the relevance of encouraging ethical conduct and prosocial behaviors.