The Importance Of Team And Organizational Citizenship Behavior

Figure 3. Section C: Team Commitment

Section D: Team/Organizational Citizenship Behavior The overall results of this indicate individual OCB has a strong correlation with team OCB. Sixty-three percent the respondents stated they strongly disagree that they consume a lot of time complaining about trivial matters and making problems bigger than they are (D2), but rather they focus on helping their team mates (D6), and pursuing knowledge that increases organizational learning (D6). Organizational learning (hypothesis 2) is contributes to personal growth and development, foundational keys to creating positive organizational culture Participation is a significant measure of commitment and growth as postulated in hypotheses 2 and 6.

Figure 4. Section D: Team Organizational Citizenship Behavior

Section E: Team Effectiveness

It is interesting to note that seventy-five percent of the team believes they possess the essential skills required to accomplish the team’s objectives (E3), which strongly supports hypothesis 1 that on the job learning and the transfer of knowledge. A servant leadership environment enhances learning through participative engagement with learners (Hill, Servant Leadership Environment Survey, 2015). When the trainer is credible or is genuinely interested in what the learner’s thoughts and feelings (Jones, Servant Leadership Environment Survey, 2015), the perception of learners is one of leader support and has a strong correlation with knowledge transfer. These factors help set the stage for developing team effectiveness and OCB (Mann and Wood, 2015; Hinrichs et al., 2013; Elangovan and Karakowsky,