Do Psychological Capital and Transformational Leadership Make A Differnce in Organizational Citizenship Behavior

PLOS ONE
RESEARCH ARTICLE
Do psychological capital and transformational

leadership make differences in organizational
citizenship behavior?
Heni Yuwono1☯, Muhammad Danang Kurniawan2,3☯, Nanank Syamsudin1,4☯,
Anis Eliyana ID2☯*, Deddy Eduar Eka Saputra1,5☯, Alvin Permana Emur ID3,6☯, Nurul Iman
Abdul Jalil7☯
1 Directorate General of Corrections, Ministry of Law and Human Rights of the Republic of Indonesia, Central
Jakarta, DKI Jakarta, Indonesia, 2 Department of Management, Universitas Airlangga, Surabaya, East Java,
Indonesia, 3 Research and Publication, PT Usaha Mulia Digital Indonesia (PT UMDI), South Jakarta, DKI
Jakarta, Indonesia, 4 State Development Administration, Politeknik STIA LAN Jakarta, Central Jakarta, DKI
Jakarta, Indonesia, 5 Postgraduate School, Universitas Negeri Jakarta, East Jakarta, DKI Jakarta, Indonesia,
a1111111111 6 Department of Management, Universitas Indonesia, Depok, West Java, Indonesia, 7 Department of
Psychology and Counseling, Universiti Tunku Abdul Rahman, Kampar, Perak Darul Ridzuan, Malaysia
a1111111111
a1111111111 ☯ These authors contributed equally to this work.
a1111111111 * anis.eliyana@feb.unair.ac.id
a1111111111
Abstract
This research is proposed to determine factors affecting organizational citizenship behavior
OPEN ACCESS
(OCB), tested on counselors, totaling 156 respondents. This study applied three waves in
Citation: Yuwono H, Kurniawan MD, Syamsudin N,
data collection with an interval of 30 days and a multigroup analysis to validate OCB. The
Eliyana A, Saputra DEE, Emur AP, et al. (2023) Do
psychological capital and transformational analysis technique used is the Structural Equation Modeling (SEM) method using the IBM
leadership make differences in organizational SPSS AMOS v26. The results showed that transformational leadership and psychological
citizenship behavior? PLoS ONE 18(12): e0294559.
capital could, directly and indirectly, influence OCB and substantially affect work engage-
https://doi.org/10.1371/journal.pone.0294559
ment as the mediator. Furthermore, male counselors with OCB were more dominantly influ-
Editor: Yasir Ahmad, National University of
enced by work engagement, whereas female counselors were by transformational
Sciences and Technology, PAKISTAN
leadership. The results of this study can be used as a basis for policy recommendations by
Received: January 4, 2023
organizational management, especially organizations in the public service. This research
Accepted: November 5, 2023 has strengthened the empirical foundation on voluntary extra-role behavior and initiatives
Published: December 15, 2023 that can improve organizational effectiveness. This behavior can be manifested by strength-
ening psychological capital, transformational leadership, and work engagement.
Copyright: © 2023 Yuwono et al. This is an open
access article distributed under the terms of the
Creative Commons Attribution License, which
permits unrestricted use, distribution, and
reproduction in any medium, provided the original
author and source are credited. 1. Introduction
Data Availability Statement: All files are available Organizations can survive and grow in today’s world if they use their human resources best
from the Mendeley database, DOI: 10.17632/ [1]. As a result, organizations must identify variables that inspire employees to volunteer for
fdzs82y645.2.
activities that are not directly related to their tasks. If workers successfully carry out their
Funding: The author(s) received no specific responsibilities, it will ultimately improve the overall quality of the organization [2]. In general,
funding for this work. individual behavior in an organization is directed to support the effectiveness and efficiency of
Competing interests: The authors have declared the organization [3]. One individual behavior that is considered capable of supporting this is
that no competing interests exist. Organizational Citizenship Behavior (OCB). OCB is the voluntary behavior of employees in
PLOS ONE | https://doi.org/10.1371/journal.pone.0294559 December 15, 2023 1 / 20

PLOS ONE A study of correctional counselors
addition to the tasks assigned to them that contribute to the overall effectiveness of an organi-
zation [2]. Hence, OCB can become a behavior that is beneficial for organizational
productivity.
The success of an organization must be connected to the critical role of human resources,
which also applies to correctional institutions in Indonesia. The biggest challenge currently
faced by correctional institutions is overcrowding. According to data from the Correctional
Database System of the Directorate General of Corrections in 2022, there were 270,780 prison-
ers occupying correctional units with a capacity of 135,568 throughout Indonesia [4]. In addi-
tion, correctional institutions in Indonesia generally have fewer counselors than convicts, so
they face big challenges in providing the best service for convicts [5]. It shows how counselors
must go beyond their proper job description and how voluntary behavior from counselors is
needed to reduce the burden that correctional institutions must bear. This can take the form of
assisting coworkers or superiors outside the scope of one’s job description. As part of individ-
ual performance, it is anticipated that the existence of OCB will be able to contribute to the
operation of correctional institutions, which are associated with organizational performance
[6].
Individuals need to be satisfied with their employment and earning money [7]. As a result,
it is critical to figure out how people might be happier, more successful, and more content in
their careers. The state of positive psychological development of an individual is referred to as
psychological capital [8]. Positive psychology is a notion that heals the bad aspects of people’s
lives while focusing on their happiness and helping them grow [7]. Psychological capital is an
individual’s good psychological state linked to organizational variables like OCB [9]. Psycho-
logical capital is considered an important personal resource that can facilitate counselors in
completing and achieving targets well [1]. The important resource is realized through opti-
mism for a better situation despite the organization’s uncertainty. The complex phenomena in
organizations need more attention in order to take the appropriate approach to improve indi-
vidual performance by considering individual differences [10], such as psychological capital as
one of the main determinants of OCB for organizational performance. Counselors with strong
psychological capital have the desire and motivation within themselves to increase productivity
at work and complete tasks as well as possible. As a result, the counselors’ psychological capital
is critical in ensuring they are satisfied and productive employees in their professional lives.
As human resources, employees are the most important asset owned by an organization
because its success can be seen from the aspect of its employees and leadership [11]. Leadership
can impact OCB behavior since an organization will collapse without good leadership. Accord-
ing to a previous study, transformational leadership is one of the leadership styles that might
directly lead to OCB behavior [12, 13]. There is widespread agreement that transformational
leadership can motivate workers to pursue a common cause despite their bigger self-interest
[14]. Nonetheless, the impact of transformational leadership on OCB and its mechanisms in
public institutions has not been revealed by previous studies [15]. Therefore, this study focuses
on the link between transformational leadership and OCB in public organizations (correc-
tional institutions). The contribution of transformational leadership to OCB can be explained
theoretically with Social Exchange Theory (SET) which emphasizes reciprocity due to interac-
tions between two parties [16]. This interaction is initiated by transformational leaders who
provide support to followers so that followers respond with OCB as a form of responsibility.
Furthermore, transformational leadership is important for correctional institution because
good transformational leaders can reduce tension and encourage staff motivation to complete
work well, even outside their duties and functions.
Occupational psychologists believe OCB is increasingly prevalent because engaged individ-
uals simultaneously invest their cognitive, physical, and emotional resources in their job [1].

In the last two decades, work engagement has become a prominent and fascinating topic in
management and positive psychology [17]. Participation of correctional counselors is advanta-
geous for the organization since it is related to positive organizational outcomes that promote
its effectiveness.
A number of prior studies have demonstrated solid empirical support for the contribution
of organizational, individual, and labor factors to OCB. [15]. Those factors include psychologi-
cal capital [18, 19], transformational leadership [20, 21], and work engagement [22, 23]. Other
researchers have revealed that work engagement mediates the influence of psychological capi-
tal on OCB [1]. However, these three antecedents have not been fully studied in the context of
public institutions [15]. Thus, it aims to examine the mediating role of work engagement in
supporting transformational leadership and psychological capital as antecedents of OCB cor-
rectional institutions. It is important to reveal the individual and organizational mechanisms
that support OCB in the context of public institutions which have not received much attention
from previous research.
2. Literature review
2.1 Conceptual basis
2.1.1 Psychological capital. Psychological capital is defined as a positive development of
an individual’s psychology manifested through positive behavior, such as: being optimistic
that problems will be solved, believing that everyone can be successful, leading new paths
when necessary to achieve goals and targets, and ensuring the organization’s continued success
[6]. Furthermore, psychological capital can generate positive emotions, which employees can
use to share creative ideas or make enhancement suggestions [2]. Psychological capital is a
valuable resource that influences many facets of an individual’s existence, including motiva-
tion, emotion, cognition, and behavior. It assists individuals and organizations in developing
competitive advantages beyond human and social capital [10]. In this sense, psychological cap-
ital is a form of self-efficacy, resiliency, optimism, and hope that is extraordinarily useful for
generating other resources associated with desired employee behavior.
2.1.2 Transformational leadership. Transformational leadership may motivate employ-
ees or followers to transform their values, beliefs, abilities, and motives to reach better organi-
zational performance by instilling a feeling of self-motivation in them [24]. Transformational
leadership is also defined as a process in which a leader serves as an ideal role model, encour-
ages creative behavior, supports and directs people, and motivates them to reach a shared
vision and set of goals [20]. Transformational leadership focuses on employee development by
evaluating employees’ potential in performing their work and observing the possibility of
extending their future responsibilities [25]. Thus, transformational leadership is necessary for
explaining the efforts made by employees motivated by leaders with transformational to per-
form beyond the expected level of performance.
2.1.3 Work engagement. It should be noted that in research, the phrases "employee
engagement" and "work engagement" have been used interchangeably [26]. This study uses
"work engagement" to describe employees’ relationship with their job. It is defined as a posi-
tive, high-energy condition marked by high devotion and a strong focus on absorption in the
workplace [26]. Work engagement demonstrates passion in maintaining high energy and
mental resilience in the face of adversity. At the same time, dedicated individuals have a sense
of enthusiasm and confidence in challenging things and have a strong personal identification
with work [24]. At work, vigor is defined as a person’s more significant energy and psychologi-
cal resilience; commitment is pride, enthusiasm, motivation, and challenge; and absorption is
defined as someone who can concentrate thoroughly enough to refuse to quit working [27].

Thus, work engagement shows employees who have invested physical and psychological
energy to pursue individual and team goals by being willing to invest effort and stay on the
job.
2.1.4 Organizational Citizenship Behavior (OCB). OCB is voluntary employee behavior
that helps the organization function without difficulty [21]. OCB is independent individual
behavior since the formal reward system does not directly or openly acknowledge it and sup-
ports organization effectiveness [23]. OCB, also known as extra-role behavior, occurs when
employees go beyond their job descriptions for intrinsic reasons [11]. OCB might require
working extra hours, promoting goodwill and institutional image, reducing organization’s
excessive expenses, adhering to organizational standards, and preserving a strong work ethic
[14]. Another study found multiple OCB-promoting variables which comprise of job,
employee, and organizational characteristics [13]. Thus, OCB is a sort of voluntary behavior
that helps organizations by showing generosity and concern for others by performing extra
tasks.
2.2 Hypothesis development

2.2.1 Psychological capital and Organizational Citizenship Behavior (OCB). Psycho-
logical capital can assist individuals in achieving work-related goals and inspire extra-role
behavior [1]. Psychological capital is a crucial antecedent of prosocial behavior, demonstrating
that employees with high well-being are likelier to display OCB than those with poor well-
being [2]. According to previous research, psychological capital affects and drives OCB [9].
Employees with solid psychological capital feel competent in obtaining a job by realizing their
talents, which makes them more hopeful about the future without fear since they are more
optimistic about unpleasant things [7]. An employee with psychological capital will have suit-
able activities that indicate OCB towards the company and the person. Psychological capital
can show OCB to coworkers and pro-active role behavior to their organization [1]. Psychologi-
cally healthy counselors will want to support their coworkers freely and manage conflicts prop-
erly to implement OCB. This study thus suggests a hypothesis.
H1: Psychological Capital has a significant effect on Organizational Citizenship Behavior
(OCB)
2.2.2 Psychological capital and work engagement. Psychological capital will benefit
work engagement because individuals with psychological capital can have energy at work,
encouraging them to exchange knowledge with coworkers more freely and readily [8, 28].
Additionally, they can demonstrate passion at work, which leads to favorable results such as
work engagement. This remark is supported by previous research, which indicates that persons
with psychological capital tend to function as contextual resources to invest in their job [29].
By responding positively, individuals with stable self-efficacy, optimism, hope, and resiliency
can maintain their attention on the task at hand and attribute errors to external environmental
situations instead of their characteristics [29]. Individuals with psychological capital are
believed to have abundant psychological resources and good emotional states, especially when
presented with work-related obstacles, and are constantly optimistic. Psychological capital
enhances work engagement by combining resilience, determination, and concentration [11].
Therefore, counselors with psychological capital can enhance their team’s morale and transmit
pleasant feelings, motivating them to exert more significant effort in their tasks. In addition to
the significance of psychological capital for employee well-being and organizational success,
the previous study found that its association with work engagement is still restricted [30].

H2: Psychological Capital has a significant effect on Work Engagement.
2.2.3 Transformational leadership and Organizational Citizenship Behavior (OCB). A

transformational leader can improve employee awareness and knowledge of moral principles
and create visions that can drive employees to go beyond their aims and interests for the com-
mon good, such as the additional function of OCB [31]. Furthermore, transformational leader-
ship is crucial for achieving exceptional role performance, such as OCB. This idea is supported
by previous study assertions that transformational leadership can encourage employees to go
beyond personal interests to pursue a joint mission, namely the superlative performance of the
organization [20]. In return, an employee will demonstrate OCB. Additionally, prior empirical
study has demonstrated a strong correlation between transformative leadership and OCB [20].
Transformational leadership will affect the expansion of OCB since it might inspire people to
better their performance and hence get more interested in OCB [12, 13]. Additionally, transfor-
mational leadership involves fundamental adjustments to employees’ objectives, beliefs, and
ambitions so that individuals are naturally driven to enhance performance beyond their job
descriptions due to conformance with their values. In other words, transformational leaders
have a tendency to support followers in carrying out their work as a form of positive treatment
from leaders to their followers. In this case, transformational leadership can be seen as a form of
organizational support for individuals. In line with SET, this good treatment will also be well-
reciprocated by followers [32] in the form of OCB [33]. Previous research indicates that organi-
zational support will generate a favorable likelihood among individuals to assist the organization
[34]. In this case, OCB is a form of followers’ responsibility to their transformational leader.
Therefore, transformational leadership is a crucial factor that promotes good behavior and
learning among counselors undertaking work outside their responsibilities, leading to OCB.
H3: Transformational Leadership has a significant effect on Organizational Citizenship Behav-
ior (OCB)
2.2.4 Transformational leadership and work engagement. By promoting intrinsic moti-

vation to aid in high-level leader-member interchange, transformational leadership is recog-
nized to manage to meet and develop the high-level requirements of its employees. It has a more
considerable effect on work engagement [11]. Transformational leadership, in particular, can
foster a supportive organizational atmosphere that encourages high levels of work engagement
by providing intellectual stimulation and personalized consideration [17]. Employees who
believe their leader meets their need for advancement should find purpose in their work, and as
a result, they will feel compelled to raise their work engagement [24]. Employees who perceive
individualized transformational leadership consideration must also deal with the psychological
demands of the workplace, which must allow them to be psychologically available to engage in
their work thoroughly. Employees will be more inclined to work harder to accomplish the goal
established by these leaders through realizing work engagement. As we know, transformational
leadership is motivating and visionary. Previous studies have suggested that transformational
leadership significantly affects work engagement [17, 24]. Thus, transformational leadership can
set clear expectations and appreciate counselors for the good, fair, and considerate performance
of those who bring feelings of engagement to work and psychological security.
H4: Transformational Leadership has a significant effect on Work Engagement

2.2.5 Work Engagement and Organizational Citizenship Behavior (OCB). Employees

who demonstrate work engagement will tend to be focused, attentive, and emotionally
involved with their work, making them more likely to leave their formal role in the organiza-
tion and demonstrate OCB [35]. Work engagement is a positive resource that leads to high lev-
els of motivation among employees, regardless of their responsibilities [35]. Highly motivated
employees can perform their tasks effectively and efficiently, expanding their resource capabil-
ities and encouraging OCB [36]. Work engagement is a concept that shows the commitment
of cognitive, mental, and physical energy to work with someone who tends to be very energetic
and motivated to work extra and is more likely to increase their contribution by doing more
OCB [26]. Work engagement has been demonstrated to be a constant and robust predictor of
OCB in a recent study [23]. This investigation has advised that studies be conducted to con-
clude the causal association between work engagement and OCB. Counselors engaged at work
can demonstrate OCB because they perform their assignments quickly and feel capable of tak-
ing on additional responsibility.
H5: Work Engagement has a significant effect on Organizational Citizenship Behavior (OCB)
2.2.6 Mediating role of work engagement. Previous research has proposed that psycho-
logical capital predicts work engagement and that, when presented with a challenge, persons
with psychological capital are more likely to feel in control of the issue, making them more
eager to begin working immediately [11]. These engaged employees will also be loyal to orga-
nizations that make them happy. In addition, workers will feel compelled to reciprocate the
advantages they get from their employer to foster similar ideals and a supportive atmosphere,
which will lead to the additional function of OCB [1]. Feelings of psychological capital can
motivate engaged people to work harder and contribute to the growth of their enterprises. By
doing so, it is anticipated that they will exhibit more OCB than their coworkers. Prior research
demonstrates that employees can only exhibit voluntary work behavior toward the organiza-
tion if they are committed to their work. Employees must find the job exciting and assume
responsibility [1]. Therefore, recent research has constructed a theoretical framework for work
engagement that mediates the relationship between psychological capital and OCB among
working counselors.
H6: Work Engagement significantly mediates the effect of Psychological Capital on Organiza-
tional Citizenship Behavior (OCB)
Research on the role of work engagement as mediator of transformational leadership on
OCB shows that leaders can involve creative, innovative subordinates and are proactive in
behaving OCB [35]. The work engagement that counselors have for the task given will be more
pronounced when they get positive support from transformational leaders. High work engage-
ment will also have an impact on the counselors’ behavior who take the initiative and voluntar-
ily to increase organizational effectiveness even though it will be indirectly related to the
organization’s formal reward system, such as OCB. However, it will indirectly be related to the
organization’s formal reward system, such as OCB. The role of individuals in being loyal to
their work can mediate the effect of transformational leadership on OCB [12, 13]. It means
that if transformational leadership is applied consistently by the expectations of counselors to
the leader, then employees will produce work engagement and will do something from their
work but are also willing to work outside of their duties, such as OCB.
H7: Work Engagement significantly mediates the effect of Transformational Leadership on
Organizational Citizenship Behavior (OCB)

The hypotheses are conceptualized in Fig 1 below.
3. Research methods
3.1 Data collection
The population in this study were all client counselors in Indonesia, as many as 1565 counsel-
ors. Meanwhile, the sampling was selected using a purposive sampling technique. Purposive
sampling is a technique in which the researcher determines the sample based on certain crite-
ria [37]. The selection criteria were: (1) client counselors who have direct interaction with the
terrorism convicts and (2) provide guidance and counseling for terrorism convicts. After fil-
tered with the purposive sampling technique, the remaining numbers of counselors were 156.
Counselors who are responsible for terrorism convicts are chosen because of their vital role in
suppressing serious and high-risk crimes. Furthermore, data collection was carried out by dis-
tributing online questionnaires for three distributions with a span of 30 days each. The first
distribution was carried out to measure psychological capital and transformational leadership.
The second one was carried out to measure work engagement. Lastly, OCB is measured on the
third distribution. The results of distributing the questionnaires are in previous publication
which is an integral part of this study [38].
Since this is a non-interventional study, the Development and Innovation Institute of Pub-
lishing Journal and Intellectual Property Rights at Universitas Airlangga (LIPJPHKI) ruled
that no ethical approval was necessary. Following the organization’s policy, the chief executive,
who represented the organization, also granted written informed consent. LIPJPHKI also vali-
dated the consent. In addition, the participants agreed prior to questionnaire completion that
the information would be kept confidential and utilized just for research purposes.
Fig 1. Conceptual framework.

https://doi.org/10.1371/journal.pone.0294559.g001

3.2 Measurement
The independent variables used in this research are psychological capital (X1) and transforma-
tional leadership (X2), with the dependent variable being OCB (Y). In addition, this study also
used a mediating variable, namely work engagement (Z). The data was collected by distribut-
ing online questionnaires via Google Forms. The measuring scale utilized a Likert scale rang-
ing from 1 (strongly disagree) to 5 (strongly agree). In measuring variables, this research
adopted instruments developed by previous studies. A total of 20 items were used to measure
transformational leadership [39]. Furthermore, 12 items measured psychological capital [40].
Work engagement was measured by 16 items [41]. Meanwhile, OCB was measured by 15
items [42]. All variable measurements in this study are listed in the Appendix.
3.3. Data analysis techniques

This research used the multivariate analysis method to test several variable relationships. The
analytical technique was the structural equation modeling (SEM) method using the IBM SPSS
AMOS application. SEM was intended to determine the influence magnitude of independent
variables on dependent variables.
3.4 Robustness
The data for this study were collected in three waves. Three data waves were obtained with a
30-day interval between them. Although all variables were assessed on different time waves,
this study aimed to reach findings that eliminate the risk of erroneous conclusions. In addition,
this research simultaneously analyzed the constructs’ validity and reliability and compared two
identical male and female models using multigroup analysis.
4. Results and discussion

4.1 Result
The respondents in this study were primarily men (60.3 percent), married (81.4 percent), aged
31–40 years (42.9 percent), possessed a bachelor’s degree (70.5 percent), and had worked more
than eight years (71.8 percent). They became civil servants through the general test (96.2 per-
cent) and were in functional positions (100 percent).
According to the description results of psychological capital, transformational leadership,
work engagement, and OCB (agree), the average score for this study was between 3.44 and
4.22, indicating that client counselors in Indonesia have these qualities.
The results of the estimation of the suitability of the measurement model are presented
below:
The summary of the measurement model’s suitability test (Fig 2) revealed that the results of
the original model’s suitability evaluation still produced requirements for absolute and incre-
mental fit indices that had not been accepted (poor fit). Thus, the measurement model could
not be accepted and needed revision. Furthermore, the model was improved using the com-
posite indicators approach (Fig 3) and modifying the model guided by the modification indi-
ces. The suitability evaluation of the amended model revealed criteria for absolute and
incremental fit indices that were all acceptable (good fit), indicating that the measurement
model was suitable and could be used for further analysis.
Then in the evaluation results of construct validity, it was shown that the measurement
model of all indicators produced a factor loading value of more than 0.50. Thus, all of them
were valid for measuring psychological capital constructs, transformational leadership, work
engagement, and OCB and could be used to build the structural model.

Fig 2. Assessing the measurement model.

Table 1 demonstrates that each construct has a construct dependability value greater than
0.70 and an AVE value greater than 0.50, implying that the indicators are reliable in represent-
ing psychological capital, transformational leadership, work engagement, and OCB.
The calculation results of the goodness of fit indices generated by the structural model are
presented in Fig 4:
Table 2 shows that all the absolute and incremental fit indices criteria have been met (good
fit), indicating that the structural model has been accepted. The significance of the influence
between variables, both direct and indirect effects, was then tested.
The outcomes of structural testing relationships used to assess each research hypothesis
based on SEM output are as follows:

Fig 3. Assessing the measurement model (composite indicators).

Table 3 presents structural relationships testing, which uses the critical ratio (CR) and the
probability value to test the hypothesis of the importance of the influence between variables
(p-value). It is decided that there is a significant effect between these variables utilizing the pro-
visions of the CR 1.96 or the p-value 5 percent significance level. So that all research results
show that all hypotheses formulated can be accepted.
The nature of mediation is determined by its mediating effect. If the direct effect of the
exogenous variable on the endogenous variable is significant, and the effect through the
Table 1. Construct reliability.

Construct Construct Reliability Average Variance Extracted Decision
Psychological Capital (X1) 0.950 0.615 Reliable
Transformational Leadership (X2) 0.975 0.665 Reliable
Work Engagement (Z) 0.970 0.657 Reliable
Organizational Citizenship Behavior (Y)
Altruism 0.918 0.789 Reliable
Conscientiousness 0.755 0.509 Reliable
Sportsmanship 0.772 0.531 Reliable
Courtesy 0.856 0.667 Reliable
Civic Virtue 0.873 0.698 Reliable
https://doi.org/10.1371/journal.pone.0294559.t001

Fig 4. Assessing the structural model.

Table 2. Fit measure for the structural model.

Fit Measure Critical Value Structural Model Decision
Absolute Fit Indices Probability > 0.05 0.031 Even good fit
Cmin/DF 2.00 1.816 Good fit
GFI 0.90 0.961 Good fit
RMSEA 0.08 0.076 Good fit
SRMR 0.08 0.021 Good fit
Incremental Fit Indices CFI 0.95 0.987 Good fit
TLI 0.95 0.974 fit
NFI 0.90 0.972 Good
RFI 0.90 0.944 Good fit
Parsimony Fit Indices* AGFI 0.90 0.900 Good fit
* is not used for testing the suitability of a single model

Table 3. Summary of the direct effect hypotheses.

Structural relationship Std. Estimate P-value(a) Hypothesis
Psychological Capital ! OCB 0.191 0.007** H1 accepted
Psychological Capital ! Work Engagement 0.351 0.006** H2 accepted
Transformational Leadership ! OCB 0.369 0.025* H3 accepted
Transformational Leadership ! Work Engagement 0.463 0.019* H4 accepted
Work Engagement ! OCB 0.432 0.002** H5 accepted
*. Significant at the 0.05 level

**. Significant at the 0.01 level
n.s. Not significant
(a)
p-value has been calculated based on MLE bootstrapping.
mediating variable is also significant, then it is partially mediated. Conversely, if the direct
effect is insignificant, while the indirect effect is significant, it is said to be fully mediated or
perfect mediation. Table 4 shows that all indirect relationships are partial mediation.
Analyses of coefficient of determination (R2) and effect size (f2) were performed to ensure
that the model could adequately explain the empirical phenomena observed in the data [43].
R2 indicates the exogenous variables’ ability to explain endogenous variables. According to
Table 5, the adjusted R2 value of work engagement is 0.532. This value indicates that psycho-
logical capital and transformational leadership can be explained by the 52.3% work engage-
ment of the counselor. Using the same logic, counselor OCB can be explained by psychological
capital, transformational leadership, and work engagement at 67.4%. Accordingly, this
research model can explain OCB among correctional counselors based on empirical
phenomena.
Next, effect size analysis was carried out by referring to the f2 value. The f2 value indicates
changes in the R2 value if certain exogenous variables are removed from the model. Based on
Table 6, the f2 value of psychological capital and transformational leadership on work engage-
ment is in the middle category (0.15 > f2 > 0.35). The effect size of transformational leader-
ship and work engagement on OCB is also in the medium category. On the other hand, the
effect size of psychological capital on OCB is in the small category (0.02 > f2 > 0.15) [44].
The analysis of the total effect of each variable on OCB is the sum of its direct and indirect
effects, the results of which can be seen in Fig 5:
The results of the comparative analysis conclude that for an organization to increase client
counselors’ OCB, transformational leadership should be prioritized. Because its direct influ-
ence on OCB is high and can substantially affect work engagement as a mediator, the total
Table 4. Summary of the indirect effect hypotheses.

Structural relationship Std. Estimate P-value(a) Hypothesis Type of mediator
Psychological capital ! Work Engagement ! Organizational Citizenship Behaviour 0.152 0.001** H6 accepted Partially mediation
Transformational leadership ! Work Engagement ! Organizational Citizenship Behaviour 0.200 0.003** H7 accepted Partially mediation

(a)
calculated based on MLE bootstrapping

Table 5. Coefficient of determination.

Endogenous Variables R2 Adjusted
Work Engagement 0.532
Organizational Citizenship Behavior 0.674
Table 6. Effect size.

Variables Work Engagement Organizational Citizenship Behavior
Psychological Capital 0.241 0.062
Transformational Leadership 0.254 0.182
Work Engagement - 0.253
effect of transformational leadership on OCB goes high. After transformational leadership, the
next priority is improved work engagement and psychological capital.
Multigroup analysis was used to analyze the effect between variables based on the gender of
the counselors (male and female). The results are summarized in Table 7 below.
The results of the multigroup analysis are depicted in the following figure:
Fig 6 shows the effect of psychological capital and transformational leadership on work
engagement in male and female counselors, which statistically has the same effect (p-
value>0.05). The difference between male and female counselors can be seen in their effect on
OCB. The effect of psychological capital, transformational leadership, and work engagement
Fig 5. Comparison between the variables’ mean and total effect.


Table 7. Summary of multigroup analysis.

Structural relationship Path coefficients P-value of the difference
Male Female
Psychological Capital ! Work Engagement 0.362 0.311 0.657n.s
Transformational Leadership ! Work Engagement 0.455 0.495 0.728n.s
Psychological Capital ! OCB 0.274 0.057 0.000**
Transformational Leadership ! OCB 0.313 0.554 0.000**
Work Engagement ! OCB 0.449 0.295 0.001**

on OCB among male and female counselors had a significantly different effect value (p-
value�0.05).
In male counselors, OCB is more dominantly influenced by work engagement, while for
female counselors, OCB is more influenced by transformational leadership. It provides infor-
mation that male counselors need more opportunities to be involved in work to increase their
OCB, while female counselors need more direction from their leaders.
Fig 6. Multigroup analysis based on gender.


4.2 Discussion
After processing and analyzing the data, it was known that psychological capital significantly
affected OCB, which proved that the first hypothesis could be accepted. It showed that coun-
selors with psychological capital could help each other achieve work-related goals that encour-
aged them to engage in extra-role behavior from OCB. It aligns with previous studies that
psychological capital significantly affects OCB [2, 9]. Furthermore, counselors with psycholog-
ical capital had energy at work, which made them share information with colleagues more
freely and easily, leading to positive outcomes such as work engagement. Thus, the second
hypothesis, which demonstrated that psychological capital considerably influenced work
engagement, could be accepted, as prior research also confirmed that psychological capital
positively influences work engagement [8, 28].
This study also proved that transformational leadership is an important driver in fostering
positive behavior and learning for counselors leading to OCB. This hypothesis is consistent
with earlier empirical studies that demonstrated a positive association between transforma-
tional leadership and OCB [12, 20, 21]. In the context of SET, transformational leadership pro-
vides positive support to counselors in their work, thereby creating the perception that
counselors are obligated to repay this support with positive actions, such as OCB. Further-
more, the study’s results also showed that transformational leadership significantly affected
work engagement, which meant that the fourth hypothesis was accepted. Following the previ-
ous study’s assertion that transformational leadership influences work engagement, this study’s
findings demonstrated that counselors with transformational leadership were more concerned
with fostering intrinsic motivation, which had a higher impact on work engagement [11, 17,
24]. In addition, counselors’ work engagement exhibited OCB by being attentive and emotion-
ally invested in their tasks. The fifth hypothesis was therefore accepted. This statement was
confirmed by a prior study that work engagement can increase the contribution by doing
more OCB [23, 26].
Work engagement strongly mediated psychological capital and transformational leadership
on OCB, according to the findings of this study. Thus, the sixth and seventh hypotheses could
be accepted and showed partial mediation. It proved that work engagement could encourage
them to work harder and help their organization grow by leading to OCB. It was also predicted
by the presence of psychological capital and received positive support from the influence of
transformational leadership. These findings reinforce the notion that employee qualities in the
form of work engagement might mediate the effect of individual and organizational variables
on OCB [1, 15].
The results of this study further indicate that there are no significant differences related to
variables that affect work engagement in the context of realizing extra roles for counselors. An
interesting finding is the differences in the gender of the counselors. The difference between
male and female counselors is reflected in the influence of psychological capital, transforma-
tional leadership, and work engagement on OCB. It was confirmed that male counselors tend
to be more influenced by their work engagement in realizing OCB, which was formed when
they worked as counselors. In addition, the results also show that the influence of psychological
capital on OCB is more significant in male counselors. In this context, male counselors who
are more able to focus, pay attention, and engage in working make them energetic and moti-
vated to take on extra roles. Male counselors engaged in the workplace will exhibit OCB
because they feel they can take on additional responsibilities and work quickly.
To summarize, male counselors with high work engagement and psychological capital are
more willing to increase their contribution to the organization through OCB. On the other
hand, the results of this study indicate that female counselors are more dominantly influenced

by transformational leadership in forming OCB. Transformational leadership is known to

have the ability to push counselors beyond self-interest in pursuing a shared mission. This
finding indicates that female counselors are more influenced to form OCB when the leader
gives them awareness and understanding of moral values and inspiration of the right vision to
go beyond the goal of the collective good. The transformational leadership effect allows a
female counselor to respond quickly to this quality leadership by engaging in OCB. Thus, the
results of this study prove that male counselors need more opportunities to engage in work
while female counselors need more direction from their leaders in realizing OCB. It can be
concluded that male counselors tend to do OCB because of internal factors (psychological cap-
ital), while female counselors do OCB because of external factors (transformational
leadership).
5. Conclusions and implications

5.1 Conclusions
According to this study, extra-role conduct, such as OCB, can be accomplished through the
influence of psychological capital, transformational leadership, and work engagement. The
context of correctional institution as an organization providing public service, which is rarely
studied, adds to the originality of this study. Psychological capital and transformational leader-
ship have been shown to impact work engagement and OCB directly. Then work engagement
could also mediate psychological capital and transformational leadership towards OCB. This
study also demonstrates through multigroup analysis that the effect of psychological capital,
transformational leadership, and work engagement on OCB for male and female counselors
are statistically varied. In achieving OCB, male counselors are more affected by work engage-
ment, while female counselors are more influenced by transformational leadership. OCB is an
action that contributes to the overall organizational effectiveness of an organization [2]. This
study proved that counselors with a positive influence from psychological capital, transforma-
tional leadership, and work engagement could support the success of OCB, which is beneficial
for organizational productivity.
5.2 Limitations and suggestions for future research

Future researchers might consider exploring OCB in the wider context of public institutions.
First, there are still various antecedents and consequences of OCB that have not been suffi-
ciently researched in public sector organization. Second, it is necessary to conduct studies on
OCB in other public institutions, such as the police and firefighters for contextual development
of OCB models. Third, future research needs to examine the OCB model with moderation,
such as gender which in this study is only used as the basis for multigroup analysis. As for stud-
ies on OCB, it can be carried out on a theoretical basis other than SET so that an understand-
ing of OCB in the context of public institutions becomes more comprehensive, such as using
Trait Activation Theory to investigate antecedents, and Resource Drain Theory to investigate
the consequences of OCB. Next, this study has limitations with using the self-reported ques-
tionnaire method in data collection. Future research should use dyadic data collection.
5.3 Implications
5.3.1 Theoretical implications. In supporting organizational functions by showing con-
cern for welfare behavior by being selfless through extra roles performed, this study focuses on
the role of psychological capital, transformational leadership, and work engagement on OCB
in the context of public institutions. The role of psychological capital and transformational

leadership are exogenous variables that can positively impact OCB. Psychological capital is a
personal resource that encourages counselors to have significant psychological well-being lead-
ing to extra behavior. Additionally, transformational leadership can push employees beyond
self-interest and reasonable cause to improve OCB as a reciprocal of behavior for their leaders’
treatment. This research found that work engagement can also become a positive role appro-
priately and be used as an intervening variable. Employees with work engagement are more
likely to focus and get emotionally involved with work, making them more likely to leave their
formal roles actively. It builds on the previous findings regarding the role of work engagement
as a mediator that contributes to OCB, which is still scarce in the context of public institutions
[15]. Thus, this research can provide insight that if an individual has psychological capital
influenced by transformational leadership, and shows work engagement, then the realization
of extra-role behaviors such as OCB would be encouraged.
5.3.2 Managerial implications. The findings of this study may be used by organizational
management to provide suggestions regarding the role of psychological capital and transfor-
mational leadership in influencing OCB, as well as the significance of work engagement in
mediating this connection. According to the link between the factors, it is possible to influence
constructive psychological changes, manifesting as positive behavior. Practically, organizations
must take into account good psychological capital in the recruitment process. Psychological
capital assessment needs to be adopted as one of the elements in the employees’ selection pro-
cess. With good psychological capital conditions from the start, organizations can manage
individuals more effectively even when faced with hardship.
Additionally, organizations must establish transformational leadership features as prerequi-
sites for occupying organizational leadership positions in order to ensure that leaders manage
individuals in a transformative manner. To ensure the sustainability of transformational lead-
ership, however, organizations must regularly assess the transformational actions of leaders in
managing their subordinates. In addition, this evaluation must be accompanied by a just
reward and punishment system. As part of their regeneration efforts, organizations must also
conduct transformational leadership training and development in order to prepare potential
transformative leaders.
With these efforts, the organization is expected to be able to encourage employees to pursue
objectives by being willing to spend effort and persevere with their tasks, and inspire them to
modify their views and skills about performance improvement beyond personal interests for
the organization’s advantage. Thus, OCB will develop into an activity that employees engage in
freely via behavior that transcends the formal requirements of their position and adds to the
organization’s effective operation. Implementing OCB can be done in a different way or
process.
Gender differences can impact the likelihood of counselors forming an OCB, although
other factors are considered more influential. The male counselors require psychological capi-
tal to produce stronger positive emotions. In addition, when male counselors are enthusiastic
about their work, they often take on more responsibilities. On the other hand, female counsel-
ors favor leadership that can inspire them to modify their attitudes, beliefs, talents, and motiva-
tions for the organization’s benefit. Consequently, female counselors may instill OCB with a
sense of self-motivation, allowing them to join voluntarily. To effectively implement OCB,
organizational management must encourage workers to demonstrate attitudes beyond the job
description, which cannot be accomplished only through rewards. OCB may be achieved for
an organization’s success if individuals’ intrinsic impact drives them to enjoy performing work
outside of their job description willingly.

Supporting information
S1 Data.
(DOCX)
Author Contributions
Conceptualization: Heni Yuwono, Muhammad Danang Kurniawan, Anis Eliyana.
Data curation: Heni Yuwono.
Formal analysis: Muhammad Danang Kurniawan.
Funding acquisition: Nanank Syamsudin, Deddy Eduar Eka Saputra, Nurul Iman Abdul Jalil.
Investigation: Alvin Permana Emur.
Methodology: Muhammad Danang Kurniawan.
Project administration: Nanank Syamsudin, Deddy Eduar Eka Saputra.
Resources: Heni Yuwono, Nanank Syamsudin, Deddy Eduar Eka Saputra.
Software: Alvin Permana Emur, Nurul Iman Abdul Jalil.
Supervision: Anis Eliyana.
Validation: Anis Eliyana.
Visualization: Alvin Permana Emur, Nurul Iman Abdul Jalil.
Writing – original draft: Muhammad Danang Kurniawan.
Writing – review & editing: Heni Yuwono.
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PLOS ONE

Do psychological capital and transformational

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2.2 Hypothesis development

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H2: Psychological Capital has a significant effect on Work Engagement.

2.2.3 Transformational leadership and Organizational Citizenship Behavior (OCB). A

2.2.4 Transformational leadership and work engagement. By promoting intrinsic moti-

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2.2.5 Work Engagement and Organizational Citizenship Behavior (OCB). Employees

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The hypotheses are conceptualized in Fig 1 below.

Fig 1. Conceptual framework.

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3.3. Data analysis techniques

4. Results and discussion

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Fig 2. Assessing the measurement model.

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Fig 3. Assessing the measurement model (composite indicators).

Table 1. Construct reliability.

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Fig 4. Assessing the structural model.

Table 2. Fit measure for the structural model.

* is not used for testing the suitability of a single model

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Table 3. Summary of the direct effect hypotheses.

*. Significant at the 0.05 level

Table 4. Summary of the indirect effect hypotheses.

*. Significant at the 0.05 level

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Table 5. Coefficient of determination.

Table 6. Effect size.

Fig 5. Comparison between the variables’ mean and total effect.

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Table 7. Summary of multigroup analysis.

*. Significant at the 0.05 level

Fig 6. Multigroup analysis based on gender.

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by transformational leadership in forming OCB. Transformational leadership is known to

5. Conclusions and implications

5.2 Limitations and suggestions for future research

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