The Influence of Transformational Leadership Style and Work Culture on Organizational Citizenship Behavior through Employee Work Motivation
A Study at the Secretariat of the Ministry / Main Secretariat of the Ministry of Population and Family Development / BKKBN
DOI:
https://doi.org/10.32493/JJSDM.v10i1.59949Keywords:
Transformational Leadership, Work Culture, Work Motivation, Organizational Citizenship BehaviorAbstract
This study aims to examine the influence of transformational leadership style and work culture on organizational citizenship behavior (OCB) through the mediating role of work motivation among employees at the Secretariat of the Ministry/Main Secretariat of the Ministry of Population and Family Development/BKKBN following the 2024 institutional reform. Using a quantitative causal design with an explanatory survey approach, data were collected from 150 employees through structured questionnaires and analyzed using Partial Least Squares Structural Equation Modeling (PLS-SEM) with SmartPLS 4 software. The results show that transformational leadership style and work culture have significant positive direct effects on both work motivation and OCB. Work motivation exerts the strongest direct influence on OCB (β = 0.442) and significantly mediates the relationships between transformational leadership and OCB (β = 0.172) as well as between work culture and OCB (β = 0.112). All seven hypotheses were supported. The structural model demonstrated strong explanatory power (R² OCB = 0.571) and predictive relevance (Q² = 0.680). These findings confirm that work motivation serves as a critical psychological mechanism linking leadership and cultural factors to extra-role behaviors. Theoretically, this study enriches public management literature by validating an integrated model in a post-restructuring government context. Practically, the results provide actionable recommendations for BKKBN leadership to strengthen transformational leadership practices, foster a more innovative work culture, and enhance employee motivation to support successful bureaucratic reform in Indonesia.
References
1. Arijanto, A. (2023). How does transformational leadership, work motivation on organizational citizenship behaviour (OCB)... Cognizance Journal, 3(9), 12–20. https://doi.org/10.47760/cognizance.2023.v03i09.013
2. Bass, B. M., & Riggio, R. E. (2006). Transformational leadership (2nd ed.). Lawrence Erlbaum Associates.
3. Cameron, K. S., & Quinn, R. E. (2011). Diagnosing and changing organizational culture: Based on the competing values framework (3rd ed.). Jossey-Bass.
4. Creswell, J. W., & Creswell, J. D. (2023). Research design: Qualitative, quantitative, and mixed methods approaches (6th ed.). SAGE Publications.
5. Frederickson, H. G. (2018). The public administration theory primer (3rd ed.). Routledge.
6. Hair, J. F., Hult, G. T. M., Ringle, C. M., & Sarstedt, M. (2022). A primer on partial least squares structural equation modeling (PLS-SEM) (3rd ed.). SAGE Publications.
7. Hapsari, D., & Riyanto, S. (2021). The role of transformational leadership in building organizational citizenship behavior: The civil servants of Indonesia. Journal of Asian Finance, Economics and Business, 8(4), 1185–1194.
8. Henseler, J., Ringle, C. M., & Sarstedt, M. (2016). Testing measurement invariance of composites using partial least squares. International Marketing Review, 33(3), 405–431. https://doi.org/10.1108/IMR-09-2014-0304
9. Herzberg, F. (1966). Work and the nature of man. World Publishing Company.
10. Lee, M. C. C., et al. (2024). Transformational leadership and organizational citizenship behavior: New mediating roles for trustworthiness and trust in team leaders. Current Psychology. https://doi.org/10.1007/s12144-023-05095-x
11. Organ, D. W. (1988). Organizational citizenship behavior: The good soldier syndrome. Lexington Books.
12. Royani, L., et al. (2024). Transformational leadership as a determinant of organizational citizenship behavior. American International Journal of Business Management, 7(12), 109–118.
Downloads
Published
How to Cite
Issue
Section
License
Copyright (c) 2026 Winda Aryandini, Eduardus Suharto

This work is licensed under a Creative Commons Attribution 4.0 International License.
Authors who publish in this journal agree to the following terms:
The author owns the copyright of the article and assigns to the journal the right of first publication with the work simultaneously licensed under the terms Atribusi 4.0 Internasional (CC BY 4.0)
which allows others to share the work with acknowledgment of the work's authorship and initial publication in this journal.Authors may enter into separate additional contractual arrangements for the non-exclusive distribution of the published journal version of the work (for example, posting it to an institutional repository or publishing it in a book), with acknowledgment of the work's original publication in this journal.
Authors are permitted and encouraged to post their work online (for example, in institutional repositories or on their websites) before and during the submission process, as this can lead to productive exchanges, as well as earlier and larger citations of published work (See The Effect of Open Access).




.png)
