Organizational Citizenship Behavior and Transformational

Leadership in the Civil Service

Fadlun A. Hamid, Suparno Eko Widodo and Agung Dharmawan Buchdadi

Universitas Negeri Jakarta, Indonesia

Keywords: Transformational Leadership, Emotional Intelligence, Organizational Climate, Citizen Behavior.

Abstract: The purpose of this study was to ascertain the direct positive effect of transformational leadership, emotional

intelligence, organizational climate, and teamwork on the organizational citizenship behavior of civil servants

at the Central Sulawesi Province Education and Culture Office. The novelty of this research is that no prior

study has examined the effect of transformational leadership, emotional intelligence, organizational climate,

and teamwork on the organizational citizenship behavior of Civil Servants at the Education and Culture Office

of Central Sulawesi Province, both methodologically and practically. This research employs a survey method

and falls under the category of quantitative research. The population of this study was 433 individuals, and

the sample size was 100 individuals drawn using a random sampling technique. Interviews, questionnaires,

and documentation studies were used to collect data. The findings of this study are as follows: (1)

transformational leadership (X1) and organizational climate (X3) have a direct positive effect on

organizational citizenship behavior (Y); (2) emotional intelligence (X2) and organizational climate (X3) have

a direct positive effect on teamwork (X4); (3) emotional intelligence and teamwork have no direct positive

effect on organizational citizenship behavior; and (2) transformational leadership does not have a direct

positive effect on organizational citizenship behavior.

1 INTRODUCTION

Successful organizations need employees who will do

more than just their formal duties and are willing to

deliver performance that exceeds expectations. In

today’s dynamic world of work, where tasks are

increasingly being done in teams (teamwork),

flexibility is very important. Organizations want

employees who are willing to perform tasks that are

not listed in their job descriptions. The facts show that

organizations that have employees who have good

organizational social behavior (organizational

citizenship behavior) will have better performance

than other organizations (Kim and Park, 2020).

National development carried out in the era of

bureaucratic reform was carried out jointly by the

government and the community. The development

process will expose the government apparatus to the

complex conditions of government and development

tasks and the demands of more varied and quality

public services (Mansoor et al., 2021).

As a public sector organization, organizations

managed by the government with the aim of serving

the community are often described as unproductive

and efficient, always providing less benefits, low

quality, poor innovation and creativity, and various

other criticisms. In these conditions, many things

need to be updated, and adapted to the demands of

real needs in society (Kim and Park, 2020;

Kipfelsberger et al., 2016). The reforms in the public

sector that are currently rolling out lead to changes in

patterns and styles of government administration that

are better, democratic, open, flexible, efficient, and

accountable (Bosak et al., 2017). One of the concepts

of managing government organizations in order to be

able to serve the community well is the concept of

good governance, which refers to efforts to improve

and improve government management processes so

that service performance becomes better (Kennedy,

1983; Koo Moon and Kwon Choi, 2014).

The purpose of this study is to analyze whether

transformational leadership, emotional intelligence,

organizational climate, transformational leadership,

have a direct positive effect on organizational

citizenship behavior of civil servants at the Education

and Culture Office of Central Sulawesi Province.

Practical benefits that can be drawn from this research

are as input and consideration for the Department of

Education and Culture of Central Sulawesi Province

in making policies to improve the efficiency and

Hamid, F., Widodo, S. and Buchdadi, A.

Organizational Citizenship Behavior and Transformational Leadership in the Civil Service.

DOI: 10.5220/0011239400003376

In Proceedings of the 2nd International Conference on Recent Innovations (ICRI 2021), pages 5-16

ISBN: 978-989-758-602-6

effectiveness of the performance of Civil Servants

through increasing organizational citizenship

behavior of employees in their environment, as well

as to add insight and knowledge for researchers in

understanding human resource management (HRM)

related to organizational citizenship behavior.

2 MANUSCRIPT PREPARATION

2.1 Organizational Citizenship

Behavior (OCB)

The paper size must be set to A4 (210x297 mm).

Studies on organizational citizenship behavior (OCB)

are growing in line with the awareness that individual

behavior affects individual, group, and organizational

performance (Yasir and Rasli, 2018). Performance

means how to be a good worker, who makes a

positive contribution to the organization, with

categories, namely, first task performance (employee

performance), second citizenship behavior (employee

social behavior), and thirdly related to morals that

contribute negatively and must be avoided, namely

counterproductive behavior (employee negative

behavior) (Kia et al., 2019). Successful organizations

need employees who will do more than just their

formal duties and are willing to deliver performance

that exceeds expectations. In today’s dynamic world

of work, where tasks are increasingly being done in

teams (teamwork), flexibility is very important

(Bellou and Andronikidis, 2009). Organizations want

employees who are willing to perform tasks that are

not listed in their job descriptions. The fact shows that

organizations that have employees who have good

organizational citizenship behavior will have better

performance than other organizations (Stamenkovic

et al., 2018). Views among experts about

organizational citizenship behavior are also very

diverse.

Deitz et al (Ghavifekr and Adewale, 2019) stated

that, “Organizational citizenship behavior is defined

as voluntary employee activities that may or may not

be rewarded but the contribute to the organization by

improving the overall quality of the setting in which

work takes place”. Organizational citizenship

behavior is defined as employee voluntary activities

that may or may not be rewarded, but contribute to

improving the overall quality of the organization by

the setting in which work takes place (Zayas-Ortiz et

al., 2015). Organizational citizenship behavior is a

unit aspect of individual behavior in a job. In other

words, organizational citizenship behavior is a

willingness to do tasks beyond the main task or a

willingness to do tasks outside the tasks or formal

roles that have been set without any formal requests

and rewards from the organization (Shahin et al.,

2014a).

OCB or individual contributions such as helping

others, consideration of the needs of others,

protection and care for organizational resources,

constructive suggestions that go beyond strict job

definitions and rarely qualify for wage guarantees

based on reward systems (Lau et al., 2016).

Organizational citizenship behavior is employee

behavior that is shown to increase the effectiveness of

organizational performance without ignoring the

goals of individual employee productivity. This

opinion is in line with that stated by Davidson (Meira

and Hancer, 2021) that, ”Organizational citizenship

behavior (OCB) is discretionary behavior that is not

part of an employee’s formal job requirements but

nevertheless promotes the effective functioning of the

organization”. Organizational citizenship behavior

(OCB) is a preferred behavior that is not part of an

employee’s formal work obligations, but supports the

effective functioning of the organization (Yılmaz and

Tas¸dan, 2009). In other words, OCB is employee

behavior that goes beyond the required role, which is

not directly or explicitly recognized by the formal

reward system. Gammoh et al (Narzary and Palo,

2020) define, “Organizational citizenship behaviors

which are discretionary and helpful actions above and

beyond the call of duty that promote the

organization’s success”. Organizational citizenship

behavior is the freedom of choice and helpful action

above and beyond the call of duty that promotes

organizational success (Suleiman Awwad and

Mohammad Agti, 2011). Organizational citizenship

behavior is also often interpreted as behavior that

exceeds formal obligations (extra role) that is not

related to direct compensation (Ancarani et al., 2011).

The explanation above confirms that

organizational citizenship behavior is an additional

activity played by employees to help achieve

organizational goals regardless of the income that the

employee will receive. Chang et al (Al-Shammari,

1992), suggested that in general organizational

citizenship behavior refers to 3 main elements,

namely obedience (obedience), loyalty (loyalty), and

participation (participation). Compliance and loyalty

are naturally definitions of citizenship in a broad

sense, so the essence of citizenship behavior is

participation (Shahin et al., 2014b). In participation,

attention is mainly focused on the national arena

(governance), the communal arena (local lives), and

the organizational arena (workplace) (Chen et al.,

2010). Graham provides a conceptualization of

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organizational citizenship behavior based on political

philosophy and modern political theory. Using this

theoretical perspective, (Aryati et al., 2018), suggest

three forms of organizational citizenship behavior,

namely:

• Obedience which describes the willingness of

employees to accept and comply with

organizational rules and procedures.

• Loyalty which describes the willingness of

employees to put their personal interests for the

benefit and continuity of the organization.

• Participation which describes the willingness of

employees to actively develop all aspects of

organizational life

Based on the above, it can be synthesized that

organizational citizenship behavior is employee

behavior shown by trying to exceed what the

company expects in their duties, carried out

voluntarily without expecting certain awards or

rewards. Indicators of organizational citizenship

behavior are: (1) altruism (2) conscientiousness (3)

civic virtue (4) sportsmanship and (5) courtesy.

2.2 Transformational Leadership

Leadership is one of the important elements that

influence the work results (performance) of

organizational members, both individually and as a

whole (Wen et al., 2016). Almost all tasks related to

activities involve leaders, both leadership in the fields

of government, education, politics, industry, and

every form of organization. In general, leadership is

the process of influencing a person, or group of

people, and the process of cooperating with others to

achieve goals in certain situations (M.K. Alhyasat,

2012). In this case the author will try to see the

effectiveness of leadership itself, for this reason an

effort is made to analyze the opinions of experts.

There are many different views about the notion of

leadership (leadership). According to Murphy

(Murphy et al., 2002), ”Leadership is the ability to

influence a group toward the achievement of a vision

or set of goals”. Leadership is the ability to influence

a group to achieve a goal. Sources of influence may

be formal, as given to managerial positions in

organizations (Rosario Nu´nez ˜ et al., 2020). This

concept illustrates that a leader must try to optimally

move subordinates, so that they can work together

productively to achieve goals.

Leadership is a process in which one individual

influences other group members towards the

achievement of defined group or organizational goals

(Davidson, 2003). While the leader is the individual

in the group or organization who has the most

influence on others (Jain, 2015). Leadership is an

important factor that helps individuals or groups

identify their goals, and then motivate them to

achieve the goals that have been set (Gammoh et al.,

2021). Leadership is the use of power and influence

to direct the activities of followers towards the

attainment of goals (Agbejule et al., 2021). This

direction can influence followers’ interpretation of

events, the organization of their work activities, their

commitment to a major goal, their relationship with

followers, or their access to cooperation and support

from other work units (Mishra and Tikoria, 2021).

Leadership is the process of influencing others, the

process of facilitating individual and collective

efforts to accomplish common goals (Deitz et al.,

2021). Leadership is an attempt to use influence to

motivate individuals to accomplish some goal. This

understanding implies that leadership involves the

use of influence and all interpersonal relationships,

the importance of being an agent of change, and

focusing on accomplishing goals (Dai et al., 2018).

2.3 Emotional Intelligence

Discussing emotions is not usually done as a

standalone term. There are three interrelated

emotional terminology, namely between affects,

emotions and moods. Affects is a generic term that

covers a broad range of feelings that people

experience. While emotions are strong feelings

directed at someone or something. Meanwhile,

moods are feelings that tend to be less intense than

emotions and with a lack of contextual

encouragement. Moods can be given the meaning

more or less as a mood or inner mood (Manoli and

Hodgkinson, 2021). According to Alhyasat (M.K.

Alhyasat, 2012), emotion is a reaction to an object,

not a trait. On the other hand, the mood is not directed

at an object. Emotions can turn into moods when we

lose focus on contextual objects. Another

understanding given to emotion is as a reaction that

clearly expresses feelings about events. Meanwhile,

mood is defined as a feeling of unfocused, relatively

weak that occurs as a background in our daily

experiences (Kim and Park, 2019). Pohl et al (Pohl et

al., 2013) provide an understanding of emotion as a

psychological, behavioral and psychological

experience of an object, person or event that creates a

state of readiness.

Kovoor (Kovoor-Misra et al., 2021) gives an

understanding of emotion as a complex, patterned,

organismic reaction to how we think and do business

in the long term to survive and thrive and achieve

Organizational Citizenship Behavior and Transformational Leadership in the Civil Service

what we expect for ourselves. Emotions have four

basic properties in common:

• Emotions always have an object. Something or

someone triggers an emotion. For example, our

boss makes us angry when he falsely accuses us

of doing something wrong. In this case,

someone causes our emotional reaction.

• There are six categories of emotions. People

don’t have an unlimited number of different

emotions. Greenberg and Baron’s research

categorizes emotions into six categories, namely

anger, fear, joy, love, sadness, and surprise.

• The ultimate expression of emotion is universal.

People all over the world generally describe the

same emotions using the same facial

expressions. In fact, even people living in

remote areas tend to show the same emotions in

the same way. As a result, we can recognize the

emotional level of others when we pay attention

to their facial expressions.

• Culture considers how and when people express

emotions. Although people around the world

express their emotions in the same way,

informal standards determine the degree to

which it is acceptable to do so. These

expectations are called display rules, cultural

norms about the appropriate way to express

emotions. For example, Italian culture accepts to

show emotions in public, whereas British

culture dislikes that way, encouraging people to

speak more slowly in their emotional

expression.

2.4 Theoretical Framework

Leadership is one of the important elements that

affect the work (performance) of members of the

organization, both individually and as a whole.

Almost all tasks related to individual or team

activities in organizations involve leaders. Pradhan et

al (Pradhan et al., 2020) stated, ”Leadership is defined

as a social influence process in which the leader seeks

the voluntary participation of subordinates in an effort

to reach organizational goals”. Leadership is defined

as a process of social influence from a leader who

seeks voluntary participation from employees to

realize organizational goals.

Assessment of organizational climate can be done

by extracting data from the perceptions of individuals

in the organization. This is in line with Chen et al

(Pradhan et al., 2020) which states that,

”Organizational climate is the study of perceptions

that individuals have of various aspects of the

environment in the organization”. Organizational

climate is a study of individual perceptions that exist

in the organizational environment. Then Alhyasat et

al (M.K. Alhyasat, 2012) define organizational

climate as a quality of the organization’s internal

environment that is experienced by its members,

affects their behavior, and can be described by the

values of the organization’s characteristics.

Furthermore, Steers stated that organizational climate

can be seen from two perspectives, namely: (1)

organizational climate seen from members’

perceptions of the organization, (2) organizational

climate seen from the relationship between

organizational activities and management behavior

(Chang et al., 2012).

Team work is a consistent collaboration between

two or many people who work between fields at a

certain time in order to achieve predetermined goals.

This definition helps to clarify why recently so many

organizations have restructured team work processes.

The widespread use of teams is expected to create the

potential for an organization to increase the

achievement of organizational goals. A successful or

highperforming team has certain characteristics. Lau

et al (Deitz et al., 2021) stated that “Teamwork are

groups whose members work intensively on a

specific, common goal using their positive synergy,

individual and mutual accountability, and

complementary skills”. Teamwork consists of groups

whose members work very specifically, have positive

goals, take responsibility for each other, and

complement each other’s skills. On the other hand,

studies on organizational citizenship behavior are

growing in line with the awareness that individual

behavior greatly influences individual, group, and

organizational performance. The positive behavior of

human resources, both as superiors and subordinates,

will create a comfortable work environment, which in

turn will improve individual and organizational

performance. Successful organizations need

employees who will do more than just their formal

duties and are willing to deliver performance that

exceeds expectations. In today’s dynamic world of

work, where tasks are increasingly being done in

teams (teamwork), flexibility is very important.

Organizations want employees who are willing to

perform tasks that are not listed in their job

descriptions. The fact shows that organizations that

have employees who have good organizational

citizenship behavior will have better performance

than other organizations (Reza Zeinabadi, 2014).

Organizational experts and practitioners really

understand the importance of the determinants that

can lead to organizational citizenship behavior in

organizations (Crawley et al., 2015).

ICRI 2021 - International Conference on Recent Innovations

Emotional intelligence is one of the intelligences

that is very important and needed by people who want

to be successful in their careers or in life. Emotional

intelligence will provide benefits in the process and

quality of decision-making, leadership, conflict

resolution skills, bridging gaps, technical and

strategic breakthroughs in communication,

collaboration, trusting relationships, customer

loyalty, creativity and innovation, self-management

effectively, social skills, and the ability to be assertive

(Douglas et al., 2017). An ordinary worker or those

who occupy leadership positions need the benefits of

the benefits of emotional intelligence so that they are

able to carry out their functions well in the

organization. The quality of human relationships

begins with emotional intelligence. Good social skills

will help create better interactions for business

negotiations and the ability to pursue a career on a

global scale (Kao, 2017). These functions and

benefits are in line with Baron’s view that emotional

intelligence includes optimism, flexibility, the ability

to manage stress, solve problems, the ability to

understand other people’s feelings, and maintain

satisfying interpersonal relationships. Murphy

(Murphy et al., 2002) in their theory state that

emotional intelligence includes the ability to monitor

one’s own and others’ feelings and emotions,

distinguish them and use the information to guide

one’s thoughts and actions (Zhou et al., 2018).

Based on the description above, the theoretical

framework in this study can be explained that

transformational leadership (transformational

leadership), organizational climate (organizational

climate), teamwork (teamwork), and emotional

intelligence (emotional intelligence) identified as

having elements that affect organizational citizenship

behavior. The theoretical model of the research

variables or the theoretical framework of the research

can be seen in Figure 1 below:

Figure 1: Theoretical Models of Research Variables.

3 RESEARCH

This study uses causal research because it wants to

know the direct positive effect of independent

variables consisting of Transformational Leadership

(X1), Organizational Climate (X2), Teamwork (X3),

Emotional Intelligence (X4) on the dependent

variable Organizational Citizenship Behavior (Y).

This research was conducted at the Education and

Culture Office of Central Sulawesi Province, for 12

months starting from January to December 2020.

The quantitative research strategy in this study is

in the form of survey research using statistical tests.

Path analysis is used to test predetermined

hypotheses. For this reason, a construct is first

compiled in the form of a theoretical model

framework as shown in Figure 1.

3.1 Population and Sample

The population in this study were all Civil Servants

(PNS) at the Education and Culture Office of Central

Sulawesi Province, totaling 425 people.

Table 1: Civil Servants (PNS) at the Education and Culture

Office of Central Sulawesi Province in 2020.

Category Number

(

Peo

)

Percentage

(

)

Class I 1 0.002

II 83 0.195

III 225 0.529

IV 74 0.174

Eselon Eselon II 1 0.002

Eselon III 11 0.026

Eselon IV 25 0.059

Total 425 100

Determination of the number of samples in this

study was calculated by the Slovin formula, namely:

𝑛



.







.

 80.95 (1)

So, the number of samples is rounded up to 100

civil servants at the Education and Culture Office of

Central Sulawesi Province.

3.2 Data Collection Technique

Interviews with competent and authorized parties to

provide data and information about Civil Servants at

the Education and Culture Office of Central Sulawesi

Province in connection with this research.

Organizational Citizenship Behavior and Transformational Leadership in the Civil Service

Questionnaire, namely data collection is done by

providing a list of questions to respondents.

Documentation study is data collection which is done

by collecting and studying documents obtained from

the Education and Culture Office of Central Sulawesi

Province.

This study uses an instrument in the form of a

questionnaire as a measuring tool that utilizes a Likert

Scale to reveal the variables. Each statement item

consists of 5 (five) scores as shown in Table 2 as

follows:

Table 2: Statement Score Conditions.

No. Score Statement

1 5 Strongly

Agree

2 4 A

ree

3 3 Neutral

4 2 Disa

ree

5 1 Strongly

Disa

ree

The distribution of the questionnaires was carried

out using a simple random sampling method, the

sample was selected directly from the population and

the probability of each member of the population

being the sample was the same. This method is called

the best procedure. The questionnaire that has been

prepared is followed by a test questionnaire.

Quantitative questionnaire test can be done by testing

the validity and reliability. The test was carried out

statistically with the help of a computer through the

PLS Version 3.0 program.

3.3 Data Analysis Technique

3.3.1 Descriptive Analysis using SEM-PLS

Descriptive analysis is a statistical analysis used to

analyze data based on the answers or opinions of

respondents, by describing (describes) the data as

they are without intending to draw generally accepted

conclusions or generalizations. In this study, the data

analysis used was structural equation modeling which

is often called Structural Equation Modeling (SEM).

In this study, an approach was used using Partial

Least Square (PLS) or often referred to as soft

modeling. PLS is a powerful analytical method

because it can be applied to all data scales, does not

require many assumptions and the sample size does

not have to be large. PLS can also be used for

structural modeling with reflective or formative

indicators.

In this study, data analysis on SEM-PLS will use

the help of SmartPLS 3.0 software. In the analysis

method using regression, there are assumptions that

must be checked by researchers to ensure that the

regression equation formed is BLUE (Best Linear

Unbiased Estimate). One of the assumptions that

often stumbles researchers is the assumption of

normality. In business and management research,

especially in the fields of marketing and human

resources, which measure perceptions, it will be

difficult to obtain data that are normally distributed.

Therefore, by using the regression method, the

researcher will find it difficult to get a BLUE

regression equation. PLS uses bootstrapping method

or random multiplication. Therefore the assumption

of normality will not be a problem for PLS. In

addition to being related to the normality of the data,

by doing bootstrapping, PULSA does not require a

minimum number of samples. Research that has a

small sample can still use PLS. The SmartPLS 3.0

program estimates a nonlinear relationship by

identifying a set of functions of several latent

predictor variables (exogenous) on a criterion latent

variable (endogenous). In general, the regression

equation can be written as follows:

3.3.2 SEM Analysis using SmartPLS

In this study, data analysis on SEM-PLS will use the

help of SmartPLS 3.0 software. In the analysis

method using regression, there are assumptions that

must be checked by researchers to ensure that the

regression equation formed is BLUE (Best Linear

Unbiased Estimate). One of the assumptions that

often stumbles researchers is the assumption of

normality. In business and management research,

especially in the fields of marketing and human

resources, which measure perceptions, it will be

difficult to obtain data that are normally distributed.

Therefore, by using the regression method, the

researcher will find it difficult to get a BLUE

regression equation. PLS uses bootstrapping method

or random multiplication. Therefore the assumption

of normality will not be a problem for PLS. In

addition to being related to the normality of the data,

by doing bootstrapping, PULSA does not require a

minimum number of samples. Research that has a

small sample can still use PLS. The SmartPLS 3.0

program estimates a nonlinear relationship by

identifying a set of functions of several latent

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predictor variables (exogenous) on a criterion latent

variable (endogenous).

The equation shows that Y is the dependent

variable and X is the independent variable. It can be

seen in the equation that there is only one

dependent/dependent variable and many

independent/independent variables. In addition, by

using the path analysis approach, PLS will be able to

provide analysis if the dependent variable is more

than one.

Hypothesis testing is done by looking at the

probability value and t-statistics. For probability

values, the p-value with an alpha of 5 percent is less

than 0.05. The t-table value for the 5 percent alpha is

1.96. So the criteria for acceptance of the hypothesis

is when tstatistics

> t table. In general, the

explanatory research method is a method approach

that uses PLS. This is because in this method there is

a hypothesis testing. Testing the hypothesis can be

seen from the value of t-statistics and probability

values. For hypothesis testing using statistical values,

for alpha 5 percent the t-statistic value used is 1.96.

So the criteria for acceptance/rejection of the

hypothesis are that Ha is accepted and Ho is rejected

when the t-statistic

> 1.96. To reject/accept the

hypothesis using probability then Ho is accepted if

the p value

< 0.05. First, the research construct model

is described at the level of dimensions and indicators.

Tt can be seen that organizational citizenship

behavior has dimensions of organizational citizenship

behavior. Civil servants of the Education and Culture

Office of Central Sulawesi Province have 5 (five)

reflective indicators.

4 RESULT

4.1 Test Result

Testing the direct influence hypothesis in this study

was carried out by looking at the acquisition of the T

statistic and P values. The T statistic and P values in

SmartPLS are carried out through a bootstrapping

process on models that have been declared valid and

reliable. The results of the hypothesis are accepted if

the T statistic value

> T table (1.960) or P values ¡

0.05. Based on the results can be explained as

follows:

Hypothesis 1: Transformational leadership has a

direct positive effect on organizational citizenship

behavior of Civil Servants at the Education and

Culture Office of Central Sulawesi Province. Based

on bootstrapping test, the influence of

transformational leadership on organizational

citizenship behavior of civil servants at the Education

and Culture Office of Central Sulawesi Province

resulted in a T statistic of 2.107 greater than T table

(1.960) and P values of 0.0006 smaller than sig

(0.005). Thus, it can be concluded that the first

hypothesis is accepted which states that

transformational leadership has a direct positive

effect on organizational citizenship behavior of civil

servants at the Education and Culture Office of

Central Sulawesi Province.

Hypothesis 2: Emotional intelligence has a direct

positive effect on organizational citizenship behavior

of Civil Servants at the Education and Culture Office

of Central Sulawesi Province. Based on

bootstrapping test, the effect of emotional

intelligence on organizational citizenship behavior of

Civil Servants at the Education and Culture Office of

Central Sulawesi Province resulted in a T statistic of

0.841 smaller than T table (1.960) and P values of

0.401 greater than sig (0.05). Thus, it can be

concluded that the first hypothesis is rejected which

states that emotional intelligence does not have a

direct positive effect on organizational citizenship

behavior for Civil Servants at the Education and

Culture Office of Central Sulawesi Province.

Hypothesis 3: Organizational climate has a direct

positive effect on organizational citizenship behavior

of Civil Servants at the Education and Culture Office

of Central Sulawesi Province. Based on

bootstrapping testing, the influence of organizational

climate on organizational citizenship behavior of

Civil Servants at the Education and Culture Office of

Central Sulawesi Province resulted in a T statistic of

2.888 greater than T table (1.960) and P values of

0.004 less than sig (0.05). Thus, it can be concluded

that the first hypothesis is accepted which states that

organizational climate has a direct positive effect on

organizational citizenship behavior of Civil Servants

at the Education and Culture Office of Central

Sulawesi Province.

Hypothesis 4: Transformational leadership has a

direct positive effect on the teamwork of Civil

Servants at the Education and Culture Office of

Central Sulawesi Province. Based on bootstrapping

testing, the influence of transformational leadership

on the teamwork of Civil Servants at the Education

and Culture Office of Central Sulawesi Province

resulted in a T statistic of 1.879 smaller than T table

(1.960) and P values of 0.061 greater than sig (0.05).

Thus, it can be concluded that the first hypothesis is

rejected which states that transformational leadership

does not have a direct positive effect on the teamwork

Organizational Citizenship Behavior and Transformational Leadership in the Civil Service

of Civil Servants at the Education and Culture Office

of Central Sulawesi Province.

Hypothesis 5: Emotional intelligence has a direct

positive effect on the teamwork of Civil Servants at

the Education and Culture Office of Central Sulawesi

Province. Based on bootstrapping testing, the effect

of emotional intelligence on the teamwork of Civil

Servants at the Education and Culture Office of

Central Sulawesi Province resulted in a T statistic of

2,505 greater than T table (1,960) and P values of

0.013 less than sig (0.05). Thus, it can be concluded

that the first hypothesis is accepted which states that

emotional intelligence has a direct positive effect on

the teamwork of Civil Servants at the Education and

Culture Office of Central Sulawesi Province

Hypothesis 6: Organizational climate has a direct

positive effect on the teamwork of Civil Servants at

the Education and Culture Office of Central Sulawesi

Province. Based on the bootstrapping test, the

influence of organizational climate on the teamwork

of Civil Servants at the Education and Culture Office

of Central Sulawesi Province resulted in a T statistic

of 4.239 greater than T table (1.960) and P values of

0.000 less than sig (0.05). Thus, it can be concluded

that the first hypothesis is accepted which states that

the organizational climate has a direct positive effect

on the teamwork of Civil Servants at the Education

and Culture Office of Central Sulawesi Province.

4.2 Transformational Leadership on

Organizational Citizenship

Behavior

The results of hypothesis testing indicate that

transformational leadership has a direct positive

effect on organizational citizenship behavior. This

shows that if the transformational leadership of the

leader or Head of the Central Sulawesi Provincial

Education Office goes well and effectively, then this

will make organizational citizenship behavior and

employee perfor- mance at the Central Sulawesi

Provincial Education Office increase. On the other

hand, the operational definition of: (1) organizational

citizenship behavior is the behavior of Civil Servants

at the Education and Culture Office of Central

Sulawesi Province which is shown by trying to

exceed the expectations of the Central Sulawesi

Provincial Education and Culture Office in carrying

out their duties voluntarily without expecting

rewards. or certain rewards, (2) transformational

leadership is the perception of Civil Servants at the

Education and Culture Office of Central Sulawesi

Province on the behavior pattern of the Head of

Service in influencing, mobilizing and controlling its

members to understand the vision and mission in

achieving organizational goals.

Transformational leadership is how to lead,

change strategy and organizational culture so that it

becomes more in line with the surrounding

environment. Transformational leaders are change

agents who energize and direct employees to a new

set of organizational values and behaviors. This is in

line with the concept of organizational citizenship

behavior, where transformational leadership is not

only based on the need for self-esteem, but fosters

awareness in leaders to do their best in accordance

with the study of management and leadership

development which views people, performance, and

organizational growth as mutually exclusive.

Based on the results of the study, respondents

agreed that there was a direct positive effect of

transformational leadership on organizational

citizenship behavior of Civil Servants at the

Education and Culture Office of Central Sulawesi

Province. However, until now, there is still low

performance and organizational citizenship behavior

for Civil Servants at the Education and Culture Office

of Central Sulawesi Province has not been established

due to the fact that there are still leaders or Heads of

Service who:

• Not yet have a clear, directed, and measurable

vision and mission

• Can’t be an example of a symbol ofsuccess for

employees

• Still rigid in leading so they don’t get the trust

and respect of employees

• Unable to be an innovator and motivator for

employees

• Lack of trust in employees, especially in making

decisions

• Being less objective and honest with employees,

and not paying attention to the needs of

employees.

In line with the findings in the study, the leaders

or the Head of the Education and Culture Office of

Central Sulawesi Province need to improve in order

to increase the effectiveness of their transformational

leadership, namely the leader must be able to:

• Create a vision of the future for all employees

that binds employees to achieve goals they may

not have thought of.

• Communicating the vision to all employees in

the leadership process. Where one’s leadership

qualities are most important is how leaders can

build and share their vision for the organization.

• Realizing its vision as a reality as outlined in its

mission and work program. Leaders or Heads of

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Service always walk the talk by stepping out of

the comfort of the executive and doing

something that reflects the vision.

• Transforming the vision into reality, which

requires the commitment of all employees.

Leaders or Heads of Service in building this

commitment can do it in various ways, words,

symbols, and stories that build enthusiasm so

that they can energize all employees.

4.3 Emotional Intelligence against

Organizational Citizenship

Behavior

The results of hypothesis testing indicate that

emotional intelligence does not have a direct positive

effect on organizational citizenship behavior. This

shows that until now emotional intelligence has not

been running well, making organizational citizenship

behavior and employee performance at the Education

Office of Central Sulawesi Province remain low (no

increase). On the other hand, the operational

definition of: (1) organizational citizenship behavior

is the behavior of Civil Servants at the Education and

Culture Office of Central Sulawesi Province which is

shown by trying to exceed the expectations of the

Central Sulawesi Provincial Education and Culture

Office in carrying out their duties voluntarily without

expecting rewards or certain rewards, and (2)

emotional intelligence is the perception of Civil

Servants at the Education and Culture Office of

Central Sulawesi Province on managing emotions to

be able to control, feel, understand, and recognize

their feelings and be able to understand other people’s

attitudes.

In principle, respondents agree that emotional

intelligence is a set of abilities to feel and express

emotions, stimulate emotions in thinking, understand

the reasons for one’s emotions, and connect emotions

in oneself and others, so it is suspected that emotional

intelligence is closely related to organizational

citizenship. behavior. In line with this, the

respondents also agreed that the level of emotional

intelligence (emotional intelligence) of Civil Servants

should be increased in order to influence the

organizational citizenship behavior of employees in

carrying out their professional duties and personal

development tasks as expected by the organization

and ultimately affect the performance of the

Department of Education and Culture. Culture of

Central Sulawesi Province as a whole.

In line with the findings in this study, there are

things that need to be improved by Civil Servants at

the Education and Culture Office of Central Sulawesi

Province in order to improve their emotional

intelligence (emotional intelligence) so that it is

hoped that later organizational citizenship behavior of

employees can increase, namely employees must be

able to improve their organizational citizenship

behavior. :

Self-awareness. The point is, the employee must

be able to control his emotions, that is, knowing what

we are feeling at any given moment, and using it to

guide self-decision making, have realistic

benchmarks of self-efficacy and strong self-

confidence.

Self management. The point is, the employee

must be able to manage himself, namely

selfregulation in dealing with our emotions in such a

way that it has a positive impact on the

implementation of tasks, sensitive to conscience, and

able to delay enjoyment before achieving a goal, and

able to recover from emotional stress.

Motivation. What this means is that the employee

must be motivated by the initiative to use our deepest

desires to move and guide us towards our goals, to

help us take the initiative and act very effectively, and

to endure failure and frustration

Empathy. The point is, the employee must be able

to have empathy in the form of social awareness,

namely feeling what other people feel, being able to

understand their perspective, fostering a trusting

relationship and aligning themselves with various

people.

Relationship management. The point is, the

employee must be able to manage relationships –

social skills, namely handling emotions well when

dealing with other people and carefully reading

situations and social networks, interacting smoothly,

using these skills to influence and lead, deliberation

and resolving disputes, and to cooperate and work in

teams.

4.4 Organizational Climate on

Organizational Citizenship

Behavior

The results of hypothesis testing indicate that

organizational climate has a direct positive effect on

organizational citizenship behavior. This shows that

if the leaders or the Head of Service and all employees

at the Education Office of Central Sulawesi Province

can create a conducive, peaceful and comfortable

organizational climate, then this will increase

organizational citizenship behavior and employee

performance. On the other hand, the operational

definition of: (1) organizational citizenship behavior

is the behavior of Civil Servants at the Education and

Organizational Citizenship Behavior and Transformational Leadership in the Civil Service

Culture Office of Central Sulawesi Province which is

shown by trying to exceed the expectations of the

Central Sulawesi Provincial Education and Culture

Office in carrying out their duties voluntarily without

expecting rewards. or certain rewards, (2)

organizational climate is the perception of Civil

Servants at the Education and Culture Office of

Central Sulawesi Province on a quality of the

organization’s internal environment that influences

their behavior, and can be described by the values of

the organization’s characteristics. Several aspects in

the definition of organizational climate are as follows:

(1) organizational climate is related to large units that

contain certain characteristics, (2) organizational

climate describes an organizational unit rather than

assesses it, (3) organizational climate comes from

organizational practices, and (4) organizational

climate affects the behavior and attitudes of members.

Based on the results of the study, respondents

agreed that there was a direct positive influence of

organizational climate on organizational citizenship

behavior of Civil Servants at the Department of

Education and Culture of Central Sulawesi Province.

However, until now, there is still low performance

and organizational citizenship behavior for Civil

Servants at the Education and Culture Office of

Central Sulawesi Province is still found which is

caused by an organizational climate that is not

conducive, safe, and comfortable, such as employees

who feel there is a lack of clarity in their duties and

obligations. its role so that the completion of work is

hampered, there is an injustice in the division of work

time in the employee’s work environment, job

security is felt by employees to be less guaranteed,

and the centralization of decisionmaking that

employees feel is unfair so that it can trigger conflicts

between Civil Servants. This can trigger job

dissatisfaction from the employee so that employees

do not display organizational citizenship behavior.

5 CONCLUSIONS

This study has seven conclusions as follows: First,

transformational leadership has a direct positive

effect on organizational citizenship behavior. This

shows that if the transformational leadership of the

leader or Head of the Central Sulawesi Provincial

Educa- tion Office goes well and effectively, then this

will make organizational citizenship behavior and

employee performance at the Central Sulawesi

Provincial Education Office increase.

Second, emotional intelligence does not have a

direct positive effect on organizational citizenship

behavior. This shows that until now emotional

intelligence has not been running well, making

organizational citizenship behavior and performance

of civil servants at the Education Office of Central

Sulawesi Province remain low (no increase).

Third, organizational climate has a direct positive

effect on organizational citizenship behavior. This

shows that if the leaders or the Head of Service and

all employees at the Education Office of Central

Sulawesi Province can create a conducive, peaceful

and comfortable organizational climate, then this will

increase organizational citizenship behavior and

employee performance.

Fourth, transformational leadership does not have

a direct positive effect on teamwork. This shows that

until now the transformational leadership of a leader

or Head of the Education and Culture Office of

Central Sulawesi Province has not run well and

effectively, making teamwork not formed (synergy)

and employee performance remains low (no

improvement).

Fifth, emotional intelligence has a direct positive

effect on teamwork. This shows that if every team

member at work maintains good and stable emotional

intelligence, then this will create solid teamwork and

increase employee performance at the Central

Sulawesi Provincial Education Office.

Sixth, organizational climate has a direct positive

effect on teamwork. This shows that, if every team

member at work always tries to create a conducive,

safe, and comfortable organizational climate, solid

teamwork can be created and the performance of

employees at the Central Sulawesi Provincial

Education Office will increase.

Seventh, teamwork does not have a direct positive

effect on organizational citizenship behavior. This

shows that until now solid teamwork and synergies

have not been created, making organizational

citizenship behavior and employee performance at

the Education Office of Central Sulawesi Province

remain low (no improvement).

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