Journal of Marketing and Consumer Research www.iiste.org ISSN 2422-8451 An International Peer-reviewed Journal Vol.21, 2016 60 The Relationship between Charismatic Leadership, Work Engagement, and Organizational Citizenship Behaviors and Job Responsibilities Muhammad Ikram Ul Haq Yasir Aftab Farooqi Muhammad Ahmad Abstract This study finds out relationship of charismatic leadership with Organizational citizenship behavior, work engagement and job responsibilities. The study also aims to find out relationship of charismatic leadership with OCB and Job responsibilities via mediating role of work engagement. The survey was carried with quantitative in nature and questionnaire was used as tool for data collection from employees of banking sector. The sampling technique was cluster sampling and sample size was 107 respondents. Results showed that there are positive relations between charismatic leadership and OCB, also positive relation between charismatic leadership and work engagement. Charismatic leadership and OCB have positive relationship via mediating role of work engagement. Charismatic leadership have relationship with job responsibilities, but in charismatic leadership and job responsibilities work engagement not work as mediator. Keywords: Charismatic leadership, Organizational citizenship Behavior (OCB), Work engagement Introduction (Ashford, S.J., Lee, C and Bobko, P., 1989)Through the rapid changes in social economy and technological progress organizations have to find different means for dealing with continuous pressure and there is need to provide flexibility to employment modes. That support employees in their work. (DUBRIN) Charisma is optimistic and persuasive quality of individual that influence others to be led. Charisma is exceptional worth of leaders whose drives, extraordinary determination and powers.that distinguish them.(Jacobsen, 2001)Characteristically leadership is practice of “social influence” in this process person influence the followers by describing what to do by providing tools, environment and motivation for accomplishment of goals. Leadership theme created many empirical and theoretical models. (Avolio, 1999) Transformational leadership is collection of intellectual simulation, charisma, inspirational motivation and individualized consideration. Component of transformational leadership charisma and further explain the Component of charisma that transformational leadership is comprise of clarifying purpose sense which is energizing, as a role model for followers for their ethical conduct and constructing an identification with leader and leader vision. (Howell, J. M., & Shamir, B., 2005) Because in transformational leadership and charismatic leadership there is overlap between them, the term that is used for it is interchangeably. (Kahn, 1990) Employees vary in their job dedication terms, attention toward their work and level of intensity. It is construct which capture distinction among individuals, their dedication toward job and individual energy level. (May, D. R., Gilson, R. L., & Harter, L. M., 2004)Intellectualized work engagement and define three dimensions that are cognitive component, psychological component, and emotional component. Psychological component refers to energy for performing job, emotional component refers to “Putting One’s heart into one’s Job” and cognitive component refers to involved too much in job and forget everything else. (Organ D. W., Organizational citizenship behavior: it's construct clean-up time., 1997) Organizational citizenship behavior indirectly contribute to organization by maintaining social system in organization which support the task performance. (Podsakoff P.M, , MacKenzie,S.B., Paine, J.B., & Bachrach,D.G., 2000)Operationalized the five dimensions that are altruism, conscientiousness, sportsmanship, courtesy, and civic virtue that served as foundation of organizational citizenship behavior measurement. (Bass, 1990)Charismatic leaders make personal attraction or sensation of oneness among two people that develop the perception of power that “stronger would be power” Significance of study: (Strickland, O., Babcock, M., Gomes, L., E., Muh, V., & Secarea, A., 2007)Organizations are interested to know that the willingly dedication of employees to organization and how the employees feel and think about their jobs. Researches show that charismatic leadership have impact on work of employee that is measured by work engagement. (Organ D. W., 1988) Explained that employees increase behavior occurrence when they are engaged in work that promote effective and efficient functioning of organization as well as performance of employees increase. These behaviors recognized as individual behavior which is discretionary that are not documented in formal reward. Charismatic leadership is taken into consideration from previous twenty years due to it changed nature from the theory of traditional leadership like “contingency model, path goal theory, and leader member exchange theory”. (Conger, J.A, Kanungo, R.N & Menon, A.S., 2000) Described that as responding to competitive environment charismatic leadership is seemed to respond with environment uncertainty. Since late 1980’s charismatic leadership taken into consideration and he theory “new-genre leadership” is one of that