Alternative Models for the Relationship among Leadership, Organizational Citizenship Behavior, and Performance: A Study of New Product Development Teams in Taiwan

Research and management practices show there is a correlation between the type of management and employee performance. However, in the new production environment, the effect of management style and organ izational citizenship behavior on employee performance is still unknown. This paper seeks to explore the mediating role of “organizational citizenship behavior” (OCB) in the relationship between “transformational leadership”, “transactional leadership”, and “ethical leadership” and performance. The sample was taken from new product development teams in Taiwan's small and medium enterprise (SME). A total of 400 questionnaires were handed out with a total 210 valid questionnaires for a return rate of 52.5%. Using multiple regression hypothesis testing, the results showed that different factors affect performance, among which transformational leadership and transactional leadership has a significant impact on performance through OCB. These results and research implications will be discussed in the article.