Organizational Citizenship Behavior (OCB) refers to individual behavior that is discretionary, not directly or explicitly recognized by the formal reward system, and in the aggregate, promotes the effi- cient and effective functioning of the organization. It can be further broken down to seven dimensions: Helping behavior, Sportsmanship, Organizational Loyalty, Organizational Compliance, Individual Initiative, Civic Virtue and Self Development. In this paper, the authors examine whether Transforma- tional Leadership, Vertical Job Enrichment and Cognitive Evaluation can be associated with OCB and give plausible explanations for such behavior in a Christian nonprofit organization. The empirical data investigated here is a quantitative survey of work environment among employees in Normisjon in 2013. Normisjon is a large Norwegian organization for Christian mission, organized through 13 na- tional regions and a central office, with both national and international involvement. The survey has a response-number (N) of 235, which is a response-rate of 79%. The study is a reanalysis of existing data, gathered for a slightly different purpose. This fact has demanded a serious work on operationali- zation, and also revealed some blind, and unavailable, spots of knowledge due to the hypotheses. Out of the seven dimensions valid measures for Helping Behavior and Organizational Loyalty were found. Subsequent to operationalization of questions in relation to theories and hypotheses, data was pro- cessed in search of univariate descriptive information and bivariate correlations. Despite the men- tioned challenges, progress was made and knowledge acquired with convincing certainty. Some of the hypotheses were approved, especially the ones related to Organizational Loyalty.

Keywords: Organizational Citizenship Behavior, OCB, Extra-Role Behavior, Transformational Lead- ership, Job Enrichment, Cognitive Evaluation Theory, Christian Mission, Strategy, Helping Behavior, Organizational Loyalty, Nonprofit.