Organizational Citizenship Behaviour as a Mediator of the Relationship between Transformational Leadership and Employee Performance in a Family-Owned Mining Company At PT. Agung Satriya Abadi

Moch. Nur Agung Satriyo; Timotius Febri C.W.S

doi:10.26905/jmdk.v14i1.16382

Authors

Moch. Nur Agung Satriyo Universitas Ciputra
Timotius Febri C.W.S Universitas Ciputra

DOI:

https://doi.org/10.26905/jmdk.v14i1.16382

Keywords:

Transformational Leadership, Organizational Citizenship Behavior, Employee Performance, Family Business, PLS-SEM

Abstract

This study examines the influence of transformational leadership on employee performance, with Organizational Citizenship Behavior (OCB) serving as a mediating variable, within a family-owned mining company in Indonesia. Leadership in family firms is characterized by the integration of professional management and family-based values, creating unique socio-relational dynamics that shape employee behavior. Using a quantitative approach, data were collected from all 100 permanent employees of PT X through a census. The results demonstrate that transformational leadership positively influences Organizational Citizenship Behavior and employee performance. OCB also positively affects performance and functions as a partial mediator in the relationship between transformational leadership and employee performance. These findings suggest that the effectiveness of transformational leadership extends beyond direct managerial influence, operating through the development of voluntary extra-role behaviors that strengthen cooperation and collective responsibility. In the context of family-owned enterprises, OCB reflects the internalization of shared values, trust, and solidarity, which contribute to organizational sustainability. This study underscores the strategic importance of value-based leadership in fostering performance and maintaining long-term continuity within family firms.

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