The Psychological Mechanism Behind Leadership and OCB: Testing Self- Efficacy as a Mediator

Abstract

This research explores the influence of servant leadership, authentic leadership, and transformational leadership on Organizational Citizenship Behavior (OCB) within the Indian IT sector, incorporating self-efficacy as a mediating factor. The study involved gathering data from a cohort of 715 IT professionals situated in prominent cities of Gujarat, specifically Ahmedabad, Vadodara, and Anand. A quantitative research design was utilized, and data analysis was performed using ADANCO software via structural equation modeling (SEM) to examine both direct and mediated relationships. The findings reveal that each of the three leadership styles has a significant and positive impact on OCB, highlighting their ability to foster discretionary and constructive behaviors within the workplace. Furthermore, it was observed that self-efficacy played a partial mediating role in these dynamics, indicating that leaders who cultivate trust, ethical practices, and empowerment simultaneously bolster employees' confidence in their own abilities, which in turn promotes elevated levels of citizenship behavior. This investigation offers significant insights into the field of leadership by presenting a comparative examination of various leadership styles within a dynamic, knowledge-oriented sector. The significance of psychological empowerment is highlighted in its role in converting leadership effectiveness into favorable employee results. The results advocate for the adoption of leadership development programs that emphasize both behavioral characteristics and the improvement of employee self-efficacy. This study combines modern leadership theories with psychological concepts to provide a comprehensive insight into leadership effectiveness within the Indian IT sector.