Examining the Influence of Transformational Leadership on Organizational Citizenship Behavior in the Healthcare Sector of British Columbia

Abstract

This paper discusses how Transformational Leadership (TL) affects Organisational Citizenship Behaviour (OCB) in the healthcare industry of British Columbia, with special reference to Employee Engagement, Job Satisfaction, and discretionary behaviours of people. The study aims to determine the most important organisational and leadership-related variables that influence the performance of employees, and to examine how workplace conditions (workload, staffing levels, and work-life balance, relationships) impact discretionary effort among professionals who work in the healthcare industry in British Columbia. To present a profound analysis, a mixed-method research design was adopted by the researcher. Previously tested and well-trusted questionnaires were given to 159 frontline healthcare workers to gather quantitative data, and semi-structured interviews with 14 respondents in leadership positions were conducted to obtain qualitative insights. Statistical data analyses were done, including descriptive statistics, correlation, regression and moderation analysis to test relationships among key variables involved in the study. Thematic analysis was used to examine the qualitative data in order to derive deeper contextual evidence on the employee experiences and organisational people management practices. Results show that Perceived Organisational Support (POS) and TL leadership are positively related to OCB, employee engagement and job satisfaction. However, Perceived Organisational Politics (POP) shows a negative correlation with these outcomes. The findings of the study also emphasise that workload and related pressures, staffing pressures and deteriorated work-life balance challenges greatly affect the ability of employees to perform discretionary behaviours. Qualitative results of this study support the implication of leadership practices, employee recognition and rewards, and well-being programs, and recognise integrated engagement strategies, including leadership development interventions, employee recognition and well-being programs as important elements for better employee outcomes. The research also indicated that effective leadership, enabling organisational climate, and working conditions that could be managed are essential in promoting employee engagement and discretionary behaviours in the health care systems across the province. These findings are worthwhile in the context of healthcare organisations in dynamic service environments to appraise the overall understanding of people in organisations. This study recommends developing the transformational leadership skills of employees in the healthcare sector by conducting leadership development trainings specifically, using sharing and communication forums to improve required competencies, implementing employee rewards and recognition schemes, building positive workplace cultures, and promoting employee engagement and day-to-day discretionary behaviours in the healthcare industry. It further emphasises the need to minimise organisational politics and enhance POP to boost job satisfaction and organizational commitment. Future studies are recommended to study these relationships across Canada with longitudinal and mixed methods to figure out a better picture of the changing nature of health care workforce challenges, employee well-being and sustainable organisational performance.