The effect of leadership, organizational support and organizational citizenship behavior on service quality

  • Received March 7, 2017;
    Accepted April 26, 2017;
    Published June 30, 2017
  • Author(s)
    Corry Yohana
  • DOI
    http://dx.doi.org/10.21511/ppm.15(2-1).2017.03
  • Article Info
    Volume 15 2017, Issue #2 (cont. 1), pp. 197-203
  • TO CITE АНОТАЦІЯ
  • Cited by
    4 articles
  • 1214 Views
  • 757 Downloads

Creative Commons License
This work is licensed under a Creative Commons Attribution-NonCommercial 4.0 International License

The purpose of this research is to study the effect of leadership, organizational support and organizational citizenship behavior on service quality of the Chairman of the study program at the State University of Jakarta. This research used a quantitative approach with a survey method. The research population was Chairmen of the study program of Universities Jakarta. The research sample was 64 Chairmen of the study program selected randomly. Data were obtained from questionnaires and, then, analyzed using descriptive statistics, path analysis and inferential statistics. These results indicate that the Leadership has a direct positive effect on Service Quality, Organizational Support has a direct positive effect on Service Quality, Organizational Citizenship Behavior (OCB) has a direct positive effect on Service Quality, Leadership has a direct positive effect on Organizational Citizenship Behavior (OCB), Organizational Support has a direct positive effect on Organizational Citizenship Behavior (OCB) and the Leadership has a direct positive effect on Organizational Support. Thus, to improve the service quality, the Leadership, as well as the Organizational Support and OCB, should be improved.

view full abstract hide full abstract
    • Figure 1. The summary of path coefficient test results in research structure
    • Table 1. Summary of statistics data of the research
    • Anggi Wira Kesuma1 I Gede, Gede Supartha I Wayan. (2016). Transformational leadership influence on the Mediation Organizational Commitment Organizational Citizenship Behaviour and Job satisfaction. E-Journal of Management University of Udayana, 5(6), 3677-3705.
    • Asgari, Mohammad Hadi, Alireza Khaliliyan, & Babak Baba. (2012). Comparison Interactive Leadership Styles with OCB of Mazandaran Province Municipalities’ Employees. International Research Journal of Applied and Basic Sciences, 3(10), 2127-2134.
    • Bryson, John M. (2004). Strategic Planning for Public and Non Profit Organization. San Francisco: Jossey Bass, A Wiley Imprint, John Wiley & Son Inc.
    • Colquit, Jason A., Jeffry A. Lepine, & Michael J. Wesson. (2011). Organization Behavior, Improving Performance and Commitment in Workplace. New York: McGraw-Hill-Irwin.
    • Dalimunthe, D. M. J., Fadli, & Muda, I. (2016). The application of performance measurement system model using Malcolm Baldrige Model (MBM) to support Civil State Apparatus Law (ASN) number 5 of 2014 in Indonesia. International Journal of Applied Business and Economic Research, 14(11), 7397-7407.
    • Duffy, Jo Ann & Juliana Lilly. (2013). Do Individual Needs Moderate the Relationships between Organizational Citizenship Behavior. Organizational Trust and Perceived Organizational Support. Journal of Applied Psychology Sam Houston State University, 94(1), 945-959.
    • Goetsch, David L., & Stanley B. Davis. (2002). Introduction to Total Quality: Quality Management for Production. Processing, and Service. Terjemahanbenyamin Molan. Jakarta: Prenhallindo Publishers.
    • Gronroos, C. (2000). Service Management and Markerting: A Customer Relationship Management Approach. Chichester: John Wiley & Son Ltd.
    • Hasan Saad, Hasan Masoodul. (2015). Testing the Mediating Role of Perceived OrganizationalSupport between Leadership Styles. OrganizationalJustice and Employees’ Behavioral Outcomes. Pakistan Journal of Commerce and Social Sciences, 9(1), 131-158.
    • Herington, Carmel & Scott Weaven. (2009). The Relationship between Perceived Organizational Support and the Ability of Frontline Personnel to Build Relationships with Customers. Journal of Hospitality Marketing and Menagement, 18(7), 692-717.
    • Hoy, Charles & Colin Bayne Jardine (2000). Improving Quality in Education.London: Falmer Press.
    • Hui, Harry, C., C. K. Warren, Philip L. H. Yu, Kevin Cheng, & Herman M. Tse. (2007). The Effects of ServiceClimate and the EffectiveLeadershipBehaviour of Supervisors on Frontline Employee Service Quality: A Multi-LevelAnalysis. British Psychological Society, 80(1), 151-172.
    • Husin Solha, C. Packianathan, & Musa Ghazali. (2012). HRM Practices, Organizational Citizenship Behaviors, and Perceived Service Quality in Golf Coursesm. Journal of Sport Management, 26(2), 143-158.
    • Hyatt, Katherine. (2010). The Influence of The Leadershiip Practice Challenging The Proces on Perceived Organizational Support. Las Vegas: ASBBS Annual Conference, 17(1), 315-365.
    • Jacqueline, A. M., L. Shore, M. S. Taylor, & L. Tetrick. (2004). The Employment Relationship: Examining Psychological and Contextual Perspectives. London: Oxford University Press.
    • June KwakWon, & Kyung Kim Hwa. (2015). Servant Leadership and Customer Service Quality at Korean Hotel: Citizenship Behavior as a Mediator. Social Behavior and Personality, 43(8), 1287-1298.
    • Kolb, David A., Joyce S. Osland, & Irwin M. Rubin. (1995). Organizational Behavior, An Experimental Approach. New Jersey: Prentice Hall International Inc.
    • Kotler, Phillip, & Kevin L. Keller. (2009). Marketing Management. New Jersey: Pearson Education Inc.
    • Kroth, Michael S. (2007). The Manager as Motivator. Connecticut: Greenwood Publishing Group.
    • Long, Angus, Moira Fishbache, Gillian Hongg, & Anne Smith. (2002). Managing and Marketing Health. London:The Thompson High HolbornHouse.
    • Lubis, A., Torong, Z. B., & Muda, I. (2016). The urgency of implementing balanced scorecard system on local government in North Sumatra – Indonesia. International Journal of Applied Business and Economic Research, 14(11), 7575-7590.
    • Organ, Dennis W., Philip M. Podsakoff, & Scott Bradley Mackenzie. (2005). Organizational Citizenship Behavior: Its Nature, Antecedents and Consequences. London: SAGE Publications.
    • Stoner, James A., F. Stoner, R. Edward Freeman, & Daniel R. Gilbert JR. (1995). Management. New Jersey: Prentice Hal, Inc.
    • Wulani, Fenika. (2004). Analysis of Political Relations and Support organizations with the Work Attitude, Performance and Organizational Citizenship Behavior. Performance, 8(2), 115- 140.
    • Yaghoubi, Nour Mohammad, Mahdi Salehi, & Jamshid Moloudi. (2011). Improving Service Quality by Using Organizational Citizenship Behavior: Iranian Evidence. Iranian Journal of Management Studies (IJMS), 4(2), 79-97.
    • Zeinthaml, Valerie A., Mary Jo Bitner, & Dwayne D. Gremler. (2009). Service Marketing: Integrating Customer Focus Across the Firm. New
Related Articles

  • The growth strategies of a global pharmaceutical company: a case study of Aspen Pharmacare Holdings Limited

    Victoria Margaret Hodgon , Muhammad Ehsanul Hoque doi: http://dx.doi.org/10.21511/ppm.15(1-1).2017.12
    Problems and Perspectives in Management Volume 15, 2017         Issue #1 (cont.)         pp. 248-259 Views: 2868 Downloads: 3148 TO CITE АНОТАЦІЯ

    Given the rapid and sustained growth of Aspen over the past decade, the main aim of this study is to identify and analyze the growth strategies, adopted by Aspen over the period from 2004 to 2014. The research method used was a descriptive study through a single case study of Aspen by analyzing secondary data in the form of publicly available company reports and presentations, as well as financial results, issued between 2004 and 2014. The study finds that, guided by strategic and visionary leadership, Aspen adopted a number of growth strategies including (i) organic growth, as a key factor in creating incremental value for Aspen and its stakeholders, (ii) inorganic growth, in the form of carefully planned and well executed acquisitions, aligned to the Group strategy, (iii) extending territorial coverage through global expansion, particularly into emerging pharmaceutical countries, and (iv) ongoing investment in production capabilities as a means of achieving a strategic advantage. Despite the challenges of intense competition, restrictive legislation, pressure on medicine prices, currency volatility and market specific risks, Aspen has delivered double-digit earnings growth to its shareholders for 16 consecutive years.

  • The impact of inclusive leadership behaviors on innovative workplace behavior with an emphasis on the mediating role of work engagement

    Dheyaa Falih BannayORCID Researcher ID, Mohammed Jabbar HadiORCID , Ahmed Abdullah AmanahORCID Researcher ID doi: http://dx.doi.org/10.21511/ppm.18(3).2020.39
    Problems and Perspectives in Management Volume 18, 2020         Issue #3         pp. 479-491 Views: 2437 Downloads: 1014 TO CITE АНОТАЦІЯ

    Work creativity manifested in innovative workplace behavior (IWB) and employee work engagement is fundamental to maintaining firm’s sustainability and competitiveness. In this regard, this study investigates the supporting effect of innovative leadership on IWB and employee engagement by maximizing employee vigor, dedication, and absorption. The study data were collected using a questionnaire-based technique, and the questionnaires were administered to 150 respondents working in mobile phone companies in Southern and Central Iraq. The results were analyzed using the Statistical Package for the Social Sciences (SPSS) and SmartPLS software. The study results revealed that inclusive leadership and work engagement were significantly related to IWB, and work engagement played a mediating role between inclusive leadership and IWB. The findings further indicated that inclusive leadership behaviors such as openness, accessibility, and availability motivated the subordinates to be engaged in IWB. To promote IWB, company leaders need to effectively engage their followers by taking pride and satisfaction in employee output, which might help employee work engagement and IWB.

  • The effect of leadership and organizational culture on employee performance that is educated by motivation (study on the implementation empowerment programs in Jayapura city)

    Nansi Lidya Lolowang , Eka Afnan Troena , Atim DjazuliORCID , Siti AisjahORCID doi: http://dx.doi.org/10.21511/ppm.17(1).2019.23
    Problems and Perspectives in Management Volume 17, 2019         Issue #1         pp. 268-277 Views: 2407 Downloads: 1129 TO CITE АНОТАЦІЯ

    Villages and sub-districts in Jayapura city are public organizations that provide service to the community. Villages and urban organizations require leadership, organizational culture and strong work motivation to support performance improvement. This research was conducted in 39 villages and sub-districts in the city of Jayapura. The population of this study was permanent employees in the villages and sub-districts in the city of Jayapura, which numbered 96 employees. All populations were chosen as research respondents, this research was census research. The analytical tool used in the research is Partial Least Square (PLS). The results of the study show that, first, direct leadership has no significant effect on employee performance, second, organizational culture has a significant effect on employee performance, third, leadership has a significant effect on work motivation, fourth, organizational culture has a significant effect on work motivation, fifth, work motivation has a significant effect on employee performance, sixth, work motivation is a perfect mediator of the influence of leadership on employee performance, seventh, work motivation as a partial mediator of the influence of organizational culture on employee performance.

Download Preview
Close
Problems and Perspectives in Management
Problems and Perspectives in Management