The present research aimed to explore the relationship between transformational leadership and organizational citizenship behavior across three different cultures, and also to test the moderating role of culture on the relationship between the above two stated variables. A sample comprised of 142 teaching professionals working in China, India, and Australia. The results showed that there was a significant relationship between transformational leadership and OCB in China and Australia, but partially in India. Besides, out of the five cultural dimensions, only individualism and uncertainty avoidance significantly varied across the samples from the three countries. There has been inconsistency in researchers' work about the relationship between OCB and transformational leadership in the public sector across the three countries. So, this study attempted to fill this lacuna by studying the relationship between transformational leadership and OCB.

1. Ackfeldt, A. L., & Leonard, V. C. (2005). A study of organizational citizenship behaviors in a retail setting. Journal of Business Research, 58 (2), 151-159.
2. Adler, N. J. (2002). International dimensions of organizational behavior. Cincinnati : South-Western College Publishing.
3. Angeline, S., & Sudha, S. (2014). Leadership styles affecting organizational citizenship behaviour in selected it organizations in Chennai. Prabandhan: Indian Journal of Management, 7 (4), 28-36. DOI: 10.17010/pijom/2014/v7i4/59308
4. Avolio, B. J., & Yammarino, F. J. (1990). Operationalizing charismatic leadership using a level of analysis framework. Leadership Quarterly, 1 (3), 193-203.
5. Bass, B.M. (1985). Leadership & performance beyond expectations. New York, NY : The Free Press.
6. Bass, B.M., & Avolio, B.J. (1995). The multifactor leadership questionnaire – 5x short form. Redwood : Mind Garden.
7. Bass, B.M., & Steidlmeier, P. (1999). Ethics character & the authentic transformational leadership behavior. Leadership Quarterly, 10 (2), 181-217.
8. Bono, J.E., & Judge, T.A. (2003). Self-concordance at work : Towards understanding the motivational effects of transformational leaders. Academy of Management Journal, 46 (5), 554-571.
9. Burns, J. M. (1978). Leadership. New York : Harper & Row.
10. Chen, X-P., & Fahr, J-H. (2001). Transformational & transactional leader behaviors in Chinese organizations: Differential effects in the People's Republic of China & Taiwan. Advances in Global Leadership, 2 (1), 101-126.
11. Dvir, T., Dov, E., Avolio, B., & Shamir, B. (2002). Impact of transformational leadership on follower development & performance: A field experiment. Academy of Management Journal, 45(4), 735-744.
12. Fuller, J. B., Patterson, C. E. P., Hester, K., & Stringer, D.Y. (1996). A quantitative review on charismatic leadership. Psychological Reports, 78 (1), 271-287.
13. Hater, J. J., & Bass, B. M. (1988). Superiors evaluations & subordinate's perceptions of transformational & transactional leadership. Journal of Applied Psychology, 73 (4), 695-702.
14. Hautala, T. (2005). The effect of subordinates' personality on appraisals of transformational leadership. Journal of Leadership & Organizational Studies, 11 (4), 84-92.
15. Hofstede, G. (1984). Culture's consequences: International differences in work-related values (Abridged edition). Newbury Park, CA : Sage Publications.
16. Hofstede, G. (1993). Culture constraints in management theories. Academy of Management Executive, 7 (1), 81–94.
17. Hofstede, G. (2001). Culture's consequences: Comparing values, behaviors, institutions, & organizations across nations. Thousand & Oaks, CA : Sage Publications.
18. Humphreys, J. H., & Einstein, W. O. (2003). Nothing new under the sun : Transformational leadership from a historical perspective. Management Decision, 41 (1), 85-95.
19. Johnson, S. K., & Dipboye, R. L. (2008). Effects of charismatic content & delivery on follower task performance: The moderating role of task charisma conduciveness. Group & Organization Management, 33 (1), 77-106.
20. Jorg, F., & Schyns, B. (2004). Is similarity in leadership related to organizational outcomes? The case of transformational leadership. Journal of Leadership & Organizational Studies, 10 (4), 92-102.
21. Judge, T. A., & Piccolo, R.F. (2004). Transformational & transactional leadership: A meat-analytic test of their relative validity. Journal of Applied Psychology, 89 (5), 755-768.
22. Jung, D. I., & Avolio, B. J. (1999). Effects of leadership style & followers' cultural orientation on performance in group & individual task conditions. Academy of Management Journal, 42 (2), 208-218.
23. Kirkman, B. L., Chen, G., Farh, J-L., Chen, Z.X., & Lowe, K.B. (2009). Individual power distance orientation & follower reactions to transformational leaders: a cross-level, cross-cultural examination. Academy of Management Journal, 52 (4), 744-64.
24. Kirkman, B. L., Lowe, K. B., & Gibson, C. B. (2006). A quarter century of Culture's Consequences: A review of empirical research incorporating Hofstede's cultural value framework. Journal of International Business Studies, 37 (3), 285 - 320.
25. Kirkman, B. L., & Shapiro, D. L. (1997). The impact of cultural values on employee resistance to teams: Toward a model of globalized self-managing work team effectiveness. Academy of Management Review, 22 (3), 730 - 757.
26. Kirkman, B. L., & Shapiro, D. L. (2001). The impact of cultural values on job satisfaction & organizational commitment in self-managing work teams : The mediating role of employee resistance. Academy of Management Journal, 44 (3), 557–569.
27. Krishnan, T. N. (2011). Understaning employee relationship in Indian organizations through the lens of psychological contracts. Employee Relations, 33 (5), 551-569.
28. Kwantes, C. T. (2003). Organizational Citizenship & the withdrawal behavior in the USA & India: Does commitment make a difference? International Journal of Cross Cultural Management, 31 (1), 5-26.
29. Lam, S. S. K., Hui, C., & Law, K. S. (1999). Organizational citizenship behavior : Comparing perspectives of supervisors & subordinates across four international samples. Journal of Applied Psychology, 84 (4), 594 - 601.
30. Laurent, A. (1983). The cultural diversity of Western conceptions of management. International Studies of Management & Organization, 13 (1), 75 - 96.
31. Lok, P., & Crawford, J. (2004). The effect of organizational culture & leadership style on job satisfaction & organizational commitment. The Journal of Management Development, 23 (4), 321-338.
32. Lowe, K. B., Kroeck, K. G., & Sivasubramaniam, N. (1996). Effectiveness corrects of transformational leadership & transactional leadership: A meta-analytic review of the MLQ literature. Leadership Quarterly, 7 (3), 385-425.
33. MacKenzie, S. B., Podsakoff, P. M., & Ahearne, M. (1998). Some possible antecedents & consequences of in-role & extra-role salesperson performance. Journal of Marketing, 62 (3), 87-98.
34. Masood, S. A., Dani, S. S., Burns, N. D., & Backhouse, C. J. (2006). Transformational leadership & organizational culture: The situational strength perspective. Journal of Engineering Manufacture, 220 (6) , 941-949.
35. Modassir, A., & Singh, T. (2008). Relationship of emotional intelligence with transformational leadership & organizational citizenship behavior. International Journal of Leadership Studies, 4 (1), 3-21.
36. Newstrom, J. W. (2009). Organizational behavior: Human behavior at work. New Delhi : Tata-McGraw Hill.
37. Organ, D. H. (1988). OCB: The good solider syndrome. Lexington, MA : Lexington Books.
38. Paine, J. B., & Organ, D.W. (1999). The cultural matrix of organizational citizenship behavior: Some preliminary concept & empirical observations. Human Resource Management Review, 10 (1), 45-59.
39. Podsakoff, P. M., MacKenzie, S. B., Moorman, R. H., & Fetter, R. (1990). Transformational leader behaviors & their effects on followers' trust in leader, satisfaction, & organizational citizenship behaviors. Leadership Quarterly, 1 (2) , 107 - 142.
40. Podsakoff, P. M., MacKenzie, S. B., & Bommer, W.H. (1996). Transformational leader behavior & substitutes for leadership as determinants of employee satisfaction, commitment & trust, & organizational citizenship behaviors. Journal of Management, 22 (2), 259-298.
41. Podsakoff, P. M., MacKenzie, S. B., Paine, J. B., & Bachrach, D. G. (2000). Organizational citizenship behaviors: A critical review of the theoretical & empirical literature & suggestions for future research. Journal of Management, 26 (3) , 513-563.
42. Pramanik, S., & Chatterjee, I. (2015). Intrinsic motivation, emotional intelligence, and perceived organizational citizenship behavior among employees in service organizations. Prabandhan: Indian Journal of Management, 8 (12), 33-43. DOI: 10.17010/pijom/2015/v8i12/84376
43. Purvanova, R. K., Bono, J. E., & Dzieweczynski, J. (2006). Transformational leadership, job characteristics & organizational citizenship behavior. Human Performance, 19 (1), 1-22.
44. Ramachandran, S., & Krishnan, V. R. (2009). Effect of transformational leadership on followers' affective & normative commitment: Culture as moderator. Great Lakes Herald, 3 (1), 23-38.
45. Singh, N., & Krishnan, V.R. (2007). Transformational leadership in India: Developing & validating a new scale using grounded theory approach. International Journal of Cross - Cultural Management, 7 (2), 219-236.
46. Stewart, G. L. (2006). A meta-analytic review of relationships between team design features & team performance. Journal of Management, 32 (1), 29-55.
47. Tsui, A. S., Nifadkar, S. S., & Ou, A. Y. (2007). Cross- national, cross-cultural organizational behavior research: Advances, gaps, & recommendations. Journal of Management, 33 (3), 426–478.
48. Vivek, S. A. (2016). Impact of organizational citizenship behavior on managerial effectiveness. Prabandhan: Indian Journal of Management, 9 (2), 7-18. DOI: 10.17010/pijom/2016/v9i2/87228
49. Walumbwa, F. O., & Lawler, J. J. (2003). Building effective organizations: Transformational leadership, collectivist orientation, work-related attitudes, & withdrawal behaviors in three emerging economies. The International Journal of Human Resource Management, 14 (7), 1083-1101.
50. Wang, H., Law, K. S., Hackett, R. D., Wang, D., & Chen, Z. X. (2005). Leader-member exchange as a mediator of the relationship between transformational leadership & followers' performance & organizational citizenship behavior. Journal of Management, 48 (3), 420-432.
51. Zhu, W., Chew, I. K. H., & Spangler, W.D. (2005). CEO transformational leadership & organizational outcomes: The mediating role of human-capital-enhancing human resource management. Leadership Quarterly, 16 (1), 39-52.