Padang – A 2026 study by Fani Marirah Nasution and Rino from Universitas Negeri Padang reveals how leadership style and workload shape employees’ willingness to go beyond formal job duties. The findings highlight a critical factor in organizational success: voluntary employee behavior.
Published in the East Asian Journal of Multidisciplinary Research, the study focuses on employees at KPP Pratama Padang Dua. It shows that transformational leadership and organizational support significantly influence Organizational Citizenship Behavior (OCB), a key driver of workplace effectiveness.
The research emerges from the challenges of Indonesia’s tax reform, which demands higher performance, transparency, and digital adaptation. These changes have increased work pressure while requiring stronger collaboration among employees. A decline in organizational performance scores between 2024 and 2025 reflects underlying internal issues, particularly in employee behavior.
OCB refers to voluntary actions such as helping colleagues, sharing knowledge, and actively participating in organizational activities. The study finds that these behaviors remain suboptimal, limiting overall effectiveness.
Using a quantitative approach, the researchers surveyed all 97 employees and analyzed the data through structural modeling techniques. This method allowed them to examine complex relationships among leadership, workload, psychological factors, and organizational support.
The results show that transformational leadership has a strong positive impact on OCB. Leaders who inspire, communicate a clear vision, and support individual development encourage employees to contribute beyond formal responsibilities. This leadership style also enhances psychological empowerment, defined as employees’ sense of meaning, competence, autonomy, and impact at work.
Interestingly, workload also shows a positive effect on OCB, although weaker. This suggests that under certain conditions, workload can act as a motivating challenge rather than a burden. However, workload does not significantly increase psychological empowerment, indicating its effect is more situational than motivational.
Psychological empowerment emerges as the strongest predictor of OCB. Employees who feel capable, autonomous, and valued are more likely to engage in proactive and cooperative behaviors. In this sense, empowerment acts as a bridge linking leadership to positive employee actions.
Organizational support also plays a key role. When employees feel appreciated and supported, they are more likely to turn work pressure into productive challenges. This support strengthens the indirect effect of workload on OCB through empowerment.
However, organizational support does not strengthen the impact of leadership on OCB, suggesting that strong leadership alone may already fulfill employees’ psychological needs.
The study offers practical insights for both public and private organizations. Strengthening transformational leadership, fostering employee empowerment, and ensuring supportive work environments are essential strategies for improving long-term performance.
Fani Marirah Nasution from Universitas Negeri Padang emphasizes that organizational success depends not only on systems and targets but also on the quality of leadership and employee relationships. Rino adds that integrating leadership, motivation, and organizational support provides a powerful framework for enhancing employee performance.
Ultimately, the study confirms that voluntary work behavior is not accidental. It is the result of effective leadership, meaningful work conditions, and strong organizational support.
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