The relationship between emotional intelligence and changeoriented leadership style of managers and the OCB of non-academic staff members at a tertiary institution in the Western Cape
Organisational citizenship behaviour (OCB) has been documented as an important work outcome that correlates positively with positive job performance. Engagement in OCBs is not a random event, and it depends on a myriad of factors that include the organisation's ability to put in place measures to develop employees' emotional intelligence. Change-oriented leadership plays a pivotal role in fostering emotional intelligence and the engagement in OCBs as the 21st century organisation strives to adapt to changes in the external environment. The primary goal of the study was to conduct an investigation of the relationships between change-oriented leadership, emotional intelligence and OCB. The secondary aim of the study was to validate a theoretical model explaining the structural relationships between these variables in a South African University. A convenience sample consisting of 206 support staff at a selected university in the Western Cape Province was drawn. Generally, high levels of reliability were found in the sub-scales of the latent variables. In addition, the unidimensionality of the sub-scales was tested using exploratory factor analyses (EFA). The overall measurement and structural models were ascertained using confirmatory factor analysis (CFA) and structural modelling, respectively, using the LISREL 8.80 software. The Reasonable model fit was found for the overall measurement model of the specific latent variables through confirmatory factor analyses (CFA). Structural equation modelling (SEM) also showed reasonable model fit for the structural model.