ORGANIZATIONAL SUPPORT, CONTEXTUAL PERFORMANCE AND WORK ENGAGEMENT: THE ROLE OF TRANSFORMATIONAL LEADERSHIP

Abstract

The contextual performance of employees in organizations is an essential component of organizational performance since volunteer behaviors play a significant role in daily work. There is currently a limited understanding of the voluntary behaviors that organizations take beyond their mandatory task requirements, though these are critical elements for the overall effectiveness of the organizations. In addition to that, perceived organizational support and contextual performance increasingly become essential elements to sustain a fair and effective work environment. They are very important to companies because they affect both employee performance and willingness to work. While motivating workers to express themselves physically, emotionally, and mentally while carrying out their duties, on the other hand, transformational leadership and work engagement are also more crucial than ever. As a result, positive work-related outcomes result as organizations make the most of the advantages they can get from their employees and engage them in their work. In this study, the concepts of Perceived Organizational Support, Contextual Performance, Work Engagement, and Transformational Leadership, which are among the important concepts for organizations, are focused on. Firstly, an extensive literature review was done for the variables to illustrate these ideas. Overview of the theoretical explanation of the variables, the significance of these ideas for organizations were made to explain the relationships between them. From this point, to gather the data we used the Perceived Organizational Support Scale, Contextual Performance Scale, Work Engagement, and Transformational Leadership Scales. The sample of this study is made up of white-collar workers in service industry in Turkey. The data obtained from the questionnaire applied to a total of 384participants were analyzed with the SPSS program, a statistical package used for research in the social sciences. The main objective of this research is to analyze and examine the impact of organizational support on contextual performance and the role of transformational leadership in this relationship. The associations between the variables were clarified as the result of the regression and moderator analyses. Findings have proven that perceived Organizations Support (POS) has a 31% positive effect on the contextual Performance of employees in white-collar employees in the servant sector in Turkey (Β=.310, P=000, F=40.709). It was found that perceived Organizations Support (POS) has a 27.4% effect on the work engagement of white-collar employees in the servant sector in Turkey (B=.274, P=000, F=30.919). Thirdly, it was found that transformational leadership was a significant indicator of perceived organizational support and contextual performance (R=.660, R2 =.436, F=14.86, P= 0.000) and finally transformational leadership was a significant indicator of Perceived Organizational Support and work engagement (R=.361, R2 =.130, F= 14.73, P= 0.000). The research three conclusions: firstly, perceived organizational support has had a minor and positive effect on contextual performance, and secondly, the study concludes that perceived organizational is important in encouraging employees' work engagement. The study reaches the conclusion that one of the most important factors in achieving work engagement and contextual performance is one's perception of the organization's support. Thirdly, the study's findings indicates that transformation leadership influences the relationship between perceived organizational support and work engagement, which influences organizational support and employees' contextual performance. This indicates that change is typically induced in moderate forms and perceived organizational support is important in encouraging employees' work engagement. Finally, the study concludes that transformation leadership is best situated for the inducing the relationship between perceived organizational support, contextual performance and work engagement in white-collar employees in the servant sector in Turkey