LEADERSHIP STYLES AND ORGANISATIONALCITIZENSHIP BEHAVIOUR OF FOOD AND BEVERAGESFIRMS IN RIVERS STATE

Abstract

Investigation was on the relationship of leadership styles on organizational citizenship behaviours. The sample consisted of 220 workers of both genders (30.9% men and 69 .1% women) of some selected food and beverages firms in Rivers State who completed a questionnaire that included the variables of interest in this study who answered the Multifactorial Leadership Scale and the Organizational Citizenship Behaviours Scale. The Spearman Rank Correlation showed that leadership styles and organizational Citizenship Behaviour are the predictor and criterion variables. The transformational and transactional leadership style positively predicted the Organizational Citizenship Behaviour measures associated to the creation of a more conducive work environment such as altruism or cooperation among colleagues. Transformational leadership style showed greater predictive power on Organizational Citizenship Behaviours than transactional and laissez-faire leadership. It was concluded that transformational leaders are more capable to lead their subordinates in order to take actions that go beyond their prescribed roles.