“Transformational leadership and organizational citizenship behavior: Mediating role of affective commitment and work engagement of hotel employees in Indonesia”

Employees who voluntarily conduct work that surpasses the criteria allocated to them to help the company achieve its goals exhibit organizational citizenship behavior. This study aims to examine the mediation role of affective commitment and work engagement on the influence of transformational leadership on organizational citizenship behavior. This study used survey methodology. Two hundred frontline staff working over a year in several star-rated hotels in Medan, Indonesia, are used as samples. Data were collected using a Likert scale questionnaire and analyzed using structural equation modeling-part least squares with SmartPLS 4.0 software. The findings show that transformational leadership, affective commitment, and work engagement affect organizational citizenship behavior (p < 0.05). Next, transformational leadership affects affective commitment (p < 0.05) and work engagement (p < 0.05), and transformational leadership affects organizational citizenship behavior through affective commitment (p < 0.05) and work engagement (p < 0.05). The findings of this study recommend that hotel management should use a transformational leadership style when filling managerial positions. In addition, the study results have implications for businesses in terms of creating arrangements that encourage employee engagement and affective commitment, enabling workers to volunteer their time, energy, and ideas to serve their co-workers and the company. This paper helps to develop human resources to maintain the sustainability of hotel industry in Medan, Indonesia.


INTRODUCTION
Human resources must be a top priority in the hospitality industry, where quality service is paramount.The hotel industry places a premium on the satisfaction of overnight visitors.During intense competition, hotels must also provide services that can gratify their guests, requiring their employees to perform well and deliver quality service.
In hotels, employees should not only work diligently and follow directions, but it is essential to work extra-voluntarily and without waiting for directions from superiors, going above and beyond what is asked of them (Pramezwary et al., 2022).Therefore, hotels must pay close attention to human resource management to meet customer expectations.The involvement of all employees is necessary to increase employee performance, which is needed to act in the organization's best interest.As a service company, hotels need employees who have high organizational citizenship behavior.To improve employee organizational citizenship behavior, one way to be taken is to increase employee job satisfaction.Employees at work will feel comfortable if their job satisfaction is high as a person's performance is significantly influenced by job satisfaction.When employees feel satisfied, they will work optimally to complete their work and do actions outside their duties.

LITERATURE REVIEW AND HYPOTHESES
Organizational citizenship behavior (OCB) refers to employee conduct unseen by co-workers or the company that exceeds the company's norms and benefits the company (Humphrey, 2012).An individual's purposeful acts that do not immediately lead to proper remuneration but demonstrate that the organization is working smoothly and efficiently are an example of what is known as organizational citizenship behavior (Organ, 1988).The importance of organizational citizenship behavior is expanding, particularly in a rapidly changing global and business context (Liu & Cohen, 2010; Bogler & Somech, 2023; Mi et al., 2019).Based on some of the opinions expressed above, it is possible to conclude that organizational citizenship behavior is a voluntary or extra-role behavior performed by individuals in a company organization, and this behavior can support company effectiveness and help the company run more efficiently.
Five organizational citizenship behavior features can be demonstrated: 1) act of kindness toward a person going through a tough time at work, also known as altruism, 2) consciousness, which denotes actions that go above what is strictly expected, 3) sportsmanship, the quality characterized by composure in the face of adversity, 4) manners, which are actions that help avoid conflict, and 5) participation in solving systemic issues as an example of civic virtue (Organ, 1988).
Leadership is essential for all efforts to improve work outcomes.Bass and Riggio (2005) introduced transformational leadership, known as transforming leadership at the time, to distinguish it from the transactional leadership style.Individuals, teams, and businesses are all involved in transformational leadership.In contrast to transactional leadership, which entails sharing resources and frequently engaging in economic exchange connections, transformational leadership gives goals that focus on high internal needs and go beyond short-term rewards (Gemeda & Lee, 2020).This transformational leadership personality is particularly relevant to long-term corporate citizenship behavior.Transformational leaders always attempt to influence how their subordinates perceive their work so that they regard it as something valuable, challenging, and significant and so that they are thrilled to be a part of an organization (Lai et al., 2020; López-Domínguez et al., 2013).Thus, transformational leadership can inspire, direct, and encourage followers to change in a better and more creative direction to achieve common goals.
Commitment is critical for an organization since it will not achieve its goals if there is no sense of commitment among its members.This study investigates the mediation role of affective commitment and work engagement concerning transformational leadership's effect on organizational citizenship behavior.By gaining a deeper understanding of the interrelationships between the variables, this study will identify instances in which more substantial variables contribute to the promotion of organizational citizenship behavior.The hypotheses follow the model depicted in H7: Work engagement has a mediation effect on the relationship between transformational leadership and organizational citizenship behavior.

METHODOLOGY
This study was conducted in Medan, North Sumatra, Indonesia, targeting hotel workers.The focus of the study was also chosen because of the hotel's rapid development, which boosts the sector's competitiveness.This is because, during the COVID-19 pandemic, hotels were forced to provide more services to their customers to satisfy their needs.The survey occurred online between September and December 2022, dispersed around ten hotels in Medan, Indonesia.With the assistance of the human resource departments, a questionnaire was given to workers to gather respondent data.The responses to the surveys were gathered from 200 individuals.There were 57 incomplete surveys, and no outliers were discovered that were not used in the test results.

RESULTS
The composite or construct reliability statistics are Cronbach's alpha and DG-rho (PCA).The composite reliability measure is used to ascertain a construct's actual dependability, as opposed to Cronbach's alpha, which is utilized to ascertain the construct's minimal reliability.Cronbach's alpha is more extensive than 0.60, and individual and composite reliability scores are more significant than 0.60.If the outcome of these tests is more than 0.60, the construct is highly dependable.How much of the total variation may be attributed to items as opposed to measurement error is described by the average variance extracted (AVE).In other words, latent variables may account for more than 50 percent of the variance seen in observables.3.
Table 3 shows that each variable's discriminant validity value or loading factor has a more significant relationship to that variable than other variables.Indicators of each variable get the same treatment.This means that the pointer addresses the correct variables.Hypotheses testing in this study is divided into direct and indirect effects.The route coefficient is used to determine the relative strength of the impact of the two items.The signs of all the route coefficients should be consistent with the proposed theory, and the t-test (critical ratio) from the bootstrapping procedure is used to determine the significance of the coefficients (resampling method).Tables 4 and 5 show the t-test results for internal and external models.The t-test was executed when the bootstrap sample size was determined.

DISCUSSION
The results show that transformational leadership substantially and positively impacts organizational citizenship behavior.This means that hotel staff in Medan, Indonesia, are significantly influenced by transformational leadership.Leaders are more responsible for outcomes in attitudes and conduct.The impact of transformational leadership can be observed in the individual attention given to employees to maximize work performance and build emotional relationships with superiors and the business.This enables employees to care more about their co-workers and their firm.The third hypothesis determines the relationship between transformational leadership and employee engagement.According to the findings, the use of transformational leadership in several hotels in Medan, Indonesia, has increased the number of employees actively interested in their jobs.A leader's approach to managing his organization will impact the morale and dedication of his staff.One thing that influences how workers behave is the leader's approach to the job.Gemeda and Lee (2020) contend that transformational leadership This proves that employees with a high emotional attachment will be highly aware of their role in the company and will always be willing to carry out their diffe r ent roles.Rahman

CONCLUSION
This study aims to identify transformational leadership's effects on organizational citizenship behavior in terms of employees' affective commitment and work engagement in the hospitality industry in Medan, Indonesia.It has gathered the views and clarified the theoretical background of increasing employee organizational citizenship behavior.The study shows that transformational leadership significantly impacts organizational citizenship behavior.Affective commitment and work engagement also significantly impact organizational citizenship behavior.Transformational leadership significantly impacts affective commitment and work engagement.Furthermore, affective commitment mediates the effect of transformational leadership on organizational citizenship behavior.Likewise, work engagement mediates the influence of transformational leadership on the organizational citizenship behavior of hotel employees in Medan, Indonesia.Based on the results of this study, organizations in the Indonesian hospitality sector should use HRM strategies to increase active commitment and employee work engagement.These are essential ways to get employees to act more like organizational citizens.
This study demonstrates that affective commitment and work engagement mediate the relationship between transformational leadership and organizational citizenship behavior.In addition, the benefits of affective commitment and work engagement are exaggerated to encourage employees to behave more like reasonable organization members.So, it can also make employees more loyal, creative, productive, loyal, and innovative at work.This influences the importance of hotel human resource managers and hospitality leaders who focus on employee affective commitment and work engagement, which are related to organizational citizenship behavior.
These findings can help human resources departments in the hospitality industry in Indonesia.In addition, they can serve as a valuable resource for future research in the field.This study highlights the increase in employee organizational citizenship behavior, which is not solely caused by affective commitment, work engagement, and transformational leadership but by various factors.Nonetheless, research must be continued to investigate this problem to reveal the underlying causes and assist human resource managers in improving employee organizational citizenship behavior.

Figure 1 :
H1: Transformational leadership has an impact on organizational citizenship behavior.H2: Transformational leadership has an impact on affective commitment.H3: Transformational leadership has an impact on work engagement.H4: Affective commitment has an impact on organizational citizenship behavior.H5: Work engagement has an impact on organizational citizenship behavior.H6: Affective commitment has a mediation effect on the relationship between transformational leadership and organizational citizenship behavior.

Table 2 .
Average variance extracted

Table 4 .
Direct effects