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TRANSFORMATIVE LEADERSHIP AND ORGANIZATIONAL CITIZENSHIP: A CASE STUDY OF THE SMES DEVELOPMENT ...

TRANSFORMATIVE LEADERSHIP AND ORGANIZATIONAL CITIZENSHIP: A CASE STUDY OF THE SMES DEVELOPMENT AUTHORITY IN OMAN Sara Al Jabri, Modern College for Business and Science (MCBS), Oman (Presented at the International Conference on Research in Education and Science (ICRES) which took place on April 27-30, 2024, in Antalya, TURKEY (https://www.2024.icres.net/) and at the International Conference on Education in Mathematics, Science and Technology (ICEMST) (https://www.2024.icemst.com/) organized by the International Society for Technology, Education and Science (ISTES) http://www.istes.org). This study aims to explore – from the perspectives of employees working at the Small and Medium Enterprises (SMEs) Development Authority in the Sultanate of Oman - the extent to which transformational leadership improves Organizational Citizenship Behavior (OCB) and innovation strategies increase employee performance. In addition to revealing how transformational leadership is perceived, the study reports on the correlation between transformational leadership behaviors and OCB dimensions. The study's research design is based on a positivist philosophy. Data collection was conducted using a quantitative research design using a correlational approach, involving surveys administered to 40 employees of the SME Development Authority. Descriptive statistics and correlation analysis were used to analyze the quantitative data component. Findings suggest that transformational leadership components, specifically 'Inspirational Motivation' and 'Intellectual Stimulation,' improve OCB among SMEs Authority. These leadership behaviors correlate with increased OCB, representing that employees are expected to exceed job expectations under inspiring and intelligently engaging leadership. The results also reveal the importance of cultural values in moderating the relationship between transformational leadership and OCB. The findings suggest that the selective use of particular leadership abilities would be instrumental in seeing organizational success more significantly. Although the sample was taken from one case study in a limited geographical area in Oman, it may jeopardize the generalizability of the findings. The study opens a new research horizon to validate the results in similar locations. The study provides insights, via the quantitative findings, into the impact of transformational leadership and innovation strategies on SMEs in Oman. It spotlights the critical role of leadership in motivating employee performance and organizational citizenship behavior. The insights gained from this study are helpful to SME leaders, decision-makers, and scholars. It gives them an understanding of the value of leadership and innovation in improving organizational effectiveness.