The Role of Leadership Support in Facilitating Organizational Change and Its Influence on Organizational Citizenship Behaviour

Abstract

This study investigates the critical role of leadership support in facilitating organizational change and its influence on Organizational Citizenship Behaviour (OCB) among employees in the private sector. Drawing upon transformational, ethical, servant, and situational leadership theories, the research explores how various leadership styles and practices affect employees’ willingness to go beyond their formal roles during change initiatives. Utilizing a qualitative research design, data were collected through semi-structured interviews with 11 participants comprising both leaders and employees. Thematic analysis revealed that leadership behaviors— such as transparent communication, emotional support, ethical conduct, and responsiveness—play a significant role in shaping a supportive organizational climate that nurtures OCB. Findings show that when leadership is perceived as accessible, empathetic, and empowering, employees exhibit increased engagement, adaptability, and proactive collaboration. Conversely, inadequate leadership support often led to disengagement and resistance to change. This study underscores the importance of intentional leadership strategies in enhancing both change outcomes and organizational citizenship behaviors.