The relationship between principal's leadership style and teachers' organizational citizenship behavior of contemporary educational settings

This research focused on the relationship between the school principals leadership styles, gender and the teachers' perceived organizational citizenship behaviors (OCB) as assessed by the principals. The three leadership styles used in this research were transformational, transactional and laissez-faire. The transformational leadership style focuses on the training of the subordinates to become leaders. The transactional leadership style focuses on the leader telling the subordinates what to accomplish. And the laissez-faire leadership style is a casual type of leadership that allows the subordinates to conduct their activities in the way they see fit. Organizational citizenship behavior is the actions taken by the subordinates within an organization that goes above and beyond what is expected from them, without any explicit reward. The results illustrated that the principals with the transformational leadership style had the largest impact on the teachers' perceived OCB. Laissez-faire leadership style showed a negative level of perceived OCB of the teachers. While transactional leadership style showed an impact, but not a significant impact to the perceived OCB. Results indicated that the three leadership styles do have an impact on the teachers' OCB levels, but all at different levels, thus rejecting the null hypotheses in this study. And gender did not have any influence on the relationship.