Comparative Study of the Effects of Developmental and Interactive Leadership Styles on Developing Organizational Citizenship Behavior as an Organizational Mediator (a case of a Military Organization)

Nowadays, citizens are taken as the most fundamental resources for organizations and their behaviors are of crucial significance for the managers. Behavior of an organizational citizen is considered as his individual and voluntary deed which enhances organizational efficiency and performance. Leadership is one of the most determining factors contributing to the emergence of organizational citizen behavior. In line with this paradigm, this study was an attempt to investigate the relationship among developmental, interactive leadership styles and trust and behavior of organizational behavior in a military organization in order to, ultimately, suggest a comprehensive model as to the management of human resources and to identify the more appropriate leadership style for the military organizations. For this purpose, out of 217 participants from a military organization, 160 were selected based on Morgan table, who attempted a questionnaire administered for data collection. Structure Equation Modeling (ESM) was employed for testing the research hypotheses. The findings revalued that the developmental leadership style entails direct, positive and significant effects on the trust, while indirect, positive and significant effects on organizational citizen behavior. However, the relationship between the interactive leadership style and truct and organisatioal citizen behavior was not supported.