Effects of percieved leadership styles and organizational subcultures on organizational citizenship behaviour at Ministry of Youth and Sports

The aim of this study is to question the effects of percieved leadership styles and organizational subcultures on organizational citizenship behaviour at ministry of youth and sports. In spite there are several studies on service sector issued in both local and foreign papers about this topic, it is seen as problematic to have limited number of researchs in sports management on identifying leadership and organizational subcultures and their effects on organizational citizenship behaviour practices. The employees of ministry of youth and sports and its sub organization youth and sports general directorita makes the universe of this study. 300 employees selected from defined universe with random sampling methodology makes the sampling group. During the collection of research data; "Multifactor Leadership Questionnaire 5-X Short" developed by BASS (1985), "Organizational Citizanship Behaviour Scale" which developed by Vey&Campbell (2004) and Williams&Shiaw (1999) and transleted into Turkish by Basım and Şeşen (2006), and "Organizational Culture Scale" and developed by Danışman and Özgen (2003) were used. Statistical techniques; factor, reliability, grouping, correlation and regression were used during the analysis. As the results of analysis performed, it is found that tranformational and transactional leadership types have siginificant effects on describing organizational citizenship behavior (p<0.05). Also, it is found that the relation between Laissez faire leadership and organizational citizenship behaviour types is not significant (p>0.05). As the resulf of the grouping analysis on five cultural types of organizational culture - formalism tendency, professionalism tendency, supportive tendency, hierarchy tendency and competency tendency – three subcultures were determined and defined as professionalism tendency, hierarchy tendency and formalism tendency. It is also found that, while professionalism culture and formalism culture have significant effect on OCB types (p<0.05), hierarchy culture do not have a significant effect on OCB types (p>0.05).