The Role of Organizational Agility as a Mediator in the Relationship Between Authentic Leadership and Organizational Citizenship Behaviour

Abstract

Background: The success or otherwise of any organisation is largely determined by its leadership. This means that leadership styles and patterns are a crucial research area.

Objective: The primary purpose of this study was to measure the effect of the mediating variable, organisational agility, and its impact on the relationship between authentic leadership and organisational citizenship behaviour of employees in the electric power sector.

Methods: The researchers used a descriptive survey in this study. A total of 210 participants were sampled using a simple random sampling technique. A structured questionnaire was used as the instrument for data collection. The data were analyzed using the structural  equation model in the AMOS and SPSS programmes.

Results: The results showed that there is a strong relationship between authentic leadership and organizational citizenship behaviour with a positive moral impact. There is a strong positive relationship between authentic leadership and organizational agility. In addition, the results showed a significant relationship between organizational agility and organizational citizenship behaviour, and the mediator has a fundamental role among the variables.

Conclusion: There is a strong positive relationship between authentic leadership and organizational agility among workers, specifically those in the electricity sector.

Unique contribution: This study contributed to bridging the gap by examining  the organizational flexibility variable as an intervening variable between authentic leadership and citizenship behaviour.

Key Recommendation: Focus on organizational flexibility and authentic leadership in functional work through workshop programmes in the electrical energy sector is recommended.