Publication Details
Abstract
This study attempts to investigate the effect of visionary leadership on Organizational Citizenship Behavior (OCB) in the Basrah Oil Company (BOC) in regard to employees’ cooperation with others. During a visit in two organizations, 287 employees completed a survey measures cognitive capital and OCB in structured way, and uses it for the research design karayolların quantitative. Multiple Regression was used for testing the assumed relationships among variables and if organizational flexibility mediates between visionary leadership and OCB? The results demonstrated that VL behaviors, namely communication, employee feedback, and top management goal congruence, were weak predictors of OCB, explaining only 1% of the variance in employee helping behaviors. This is to say that leadership is barely an influence in promoting staff cooperation at BOC. Surprisingly, unlike an H2 prediction, organizational adaptability did not mediate visionary leadership's relationship with OCB, suggesting that other drivers might represent a stronger punishment for employees' cooperation.
The findings of this study demonstrate the requirement for a reexamination of leadership practices in BOC, while the promotion of organizational resilience should be a focus to drive OCB. The research highlights the need to investigate the relationship of different leadership styles, organizational flexibility, and OCB so that more effective means for enhancing teamwork and efficiency in dynamic and uncertain contexts such as energy may be developed. While some of its manifestations are well documented, the present article provides a fresh insight into the characteristics of such leadership, by examining the particular dynamics of it in a leading energy company of the region: the importance of leadership as central figure in addressing a complex and highly troubled with instability and future.