Dear,

we call it organizational citizenship behavior..........

have a look on the attachments for more understanding.

http://myweb.usf.edu/~jdorio/Organizational%20citizenship%20behaviors%20a%20critical%20review%20of%20the%20theoretical%20and%20empirical%20literature%20and%20suggestions%20for%20future%20research.pdf

My Dear

A leader has many tools to motivate his followers but to motivate them toward extra role behavior need he need to use transformational leadership.

Dear,

we call it organizational citizenship behavior..........

have a look on the attachments for more understanding.

http://myweb.usf.edu/~jdorio/Organizational%20citizenship%20behaviors%20a%20critical%20review%20of%20the%20theoretical%20and%20empirical%20literature%20and%20suggestions%20for%20future%20research.pdf

https://cdn.auckland.ac.nz/assets/psych/about/our-people/documents/Deww%20Zhang%20-%20Organisational%20Citizenship%20Behaviour%20-%20White%20Paper.pdf

http://weatherhead.case.edu/departments/organizational-behavior/workingpapers/wp-10-03.pdf

http://www.communicationcache.com/uploads/1/0/8/8/10887248/leadership_styles_and_organizational_citizenship_behavior-_the_mediating_effect_of_subordinates_competence_and_downward_influence_tactics.pdf

http://www.regent.edu/acad/global/publications/ijls/new/vol6iss1/1_Final%20Edited%20Vondey_pp3-27.pdf

http://www.tandfonline.com/doi/abs/10.1080/10887156.2012.731831#.VN3MX_mUemo

http://www.researchersworld.com/vol4/issue2/Paper_21.pdf

http://www.ese.cl/wp-content/blogs.dir/1/files_mf/13812369803Thesis_OCB_enero1.pdf

Tracking the "extras" demonstrated and incorporating them into the annual evaluation, even as a side note, recognizes the employee.  And, perhaps work to change policy to include such items.  The reliance on compensation for excellent work narrows down innovation and personal motivation, to do something just to do it as it feels good, bureaucracy aside.

You may wish to look at the literature on transformational leadership 

Avolio, B. J., & Yammarino, F. J. (Eds.). (2013). Transformational and Charismatic Leadership:: the Road Ahead (Vol. 5). Emerald Group Publishing.

and of psychological contract. 

Cassar, V., Buttigieg, S. C., & Briner, R. B. (2013). Causal explanations of psychological contract breach characteristics. The Psychologist-Manager Journal, 16(2), 85.

I think Richard has it.  People react to incentives and do mostly what is recognized and rewarded.  Research shows that is especially true about men (women reportedly tend to volunteer more for the tasks that have no impact on what an organization rewards, which contributes to the glass ceiling). Transformative leadership might work but in the long run if employees notice lack of reward for their of behavior they will give up on the transformation and choose to do what get rewarded. 

You may  like to read about leadership theory to better understand the various approaches or concepts (e.g. transformational leadership theory etc). Organisational Psychology or Organisational Behavior text books would be a good start. 

Dear Priyanka Yadav, though theoretically there are different psychological factors of motivation but most importantly the intuitiveness of the leader/supervisor  determines what is the most critical factor need to be exploited. In practice it has been seen that when the good remarks about the person who exhibit extra behavior are given publicly in his/her absence and he/she  is regarded and endorsed by other people the remarks of his/her supervisor increase the motivations and endorphin levels. Regards.

yes you are absolutely right Haider Sir, if extra role behavior recognize publicly, in front of employee or may be his/her absence defiantly motivate a employee to do extra role behavior. Now a days a new concept is also very popular in organizational behavior, i.e organizational citizenship behavior, means showing your citizenship or actions that are “discretionary, not directly recognized by the formal reward system.

Yes Dear Priyanka Yadav, OCB is one of the factor that would be displayed by worker but it is dependent on other factors. As i wrote that OCB can only be improved when write behavioral attitude is determined by Supervisor. Generally the good words, trust, empowerment, respect and caring about the things that he/she wants force him/her to exhibit good OCB. Researches show that the intrinsic rewards are more powerful than extrinsic reward to display an OCB. Regards

Dear Priyanka,

You may wish to look to literature on (e.g., prosocial organizational behavior, Brief & Motowidlo, 1986; contextual performance, Borman & Motowidlo, 1997; LePine & Van Dyne, 2001) most frequently referred to as organizational citizenship behaviors (OCBs), specifically on OCBs self-regulation (see Bolino, Harvey & Bachrach 2012). A self-regulation lens provides insights into OCBs  dynamic nature. For instances, that employees continually process feedback about the impact of their OCB on their organizations, other individuals, and themselves, and these evaluations ultimately influence the likelihood that employees continue engaging in a similar (e. g. habits & automatic behavior) or disruptive pattern of OCBs over time on cycles that may unfold almost automatically over a matter of milliseconds, on a day-to-day basis, or more gradually over the course of one’s career. This conceptualization of OBs is holistic and   process focused. For instances, how employees’ chronic (within-individual preferences) and working self-concept orientations (based on contextual cues), along with their citizenship motives (egoistic and altruistic), influence goals, decisions related to the performance and targeting of citizenship behaviors, the performance of OCBs, and the processing of feedback regarding acts of citizenship. My best

Bolino, M C, Harvey, J. &  Bachrach D. J. (2012). A self-regulation approach to understanding citizenship behavior in organizations. Organizational Behavior and Human Decision Processes, 119, 126-139.

Hi Priyanka,

Based on your question, you are basically asking for the antecedents of organizational citizenship behaviors (OCB). (If you are not sure, just look at the definition of OCB.)  In your case, you are interested in those antecedents within the control of the leader that will impact directly followers' OCB.

There are many studies on OCB, I am sure you can find them easily. You can consider this one: Smith, C. A., Dennis W. Organ, and Janet P. Near. "Organizational citizenship behavior: Its nature and antecedents." Journal of applied psychology 68.4 (1983): 653.

Dear Priyanka,

Unfortunately, in many organisations, leaders lack effective people's management skills. This lack often leads to demotivation and a negative attitude towards work. Surveys clearly show a trend towards a decrease of staff engagement in many countries. Leadership behaviour plays an important role in this regard. In order to stimulate extra role behaviour, leaders must know how to appeal to the intrinsic motivation of employees and how to effectively involve them. Moreover they must lead by example and become role models for their employees. Other important elements to consider are recognition, respect, regular feedback, trust, autonomy and responsibilisation.

I think the term motivation may not be right; the leader has to inspire rather than motivate.The leaders themselves will have to be role models.As leaders they have to create a context within the organization where they believe that life has a variety of roles to be played- not only as an employee performing the duties assigned to him for the achievement of the organizational objectives and goals but also as a husband/wife, a parent, a son,a brother/sister, a friend, a member at a local club,music group, theatre club and a member of the community and society at large.This is not easy but not impossible. So one has to learn to balance his work life with non-work life, at times involving some financial sacrifices- such sacrifices need to be demonstrated by the leaders.

i believe subordinate in most cases mimic their leaders; a practical approach is to lead by examples. The leadership-subordinate ethical diffusion model could be relevant here. please paper below

Yeboah‐Assiamah, E., Asamoah, K., Bawole, J. N., & Buabeng, T. (2015). Public sector leadership‐subordinate ethical diffusion conundrum: perspectives from developing African countries. Journal of Public Affairs.

http://onlinelibrary.wiley.com/doi/10.1002/pa.1589/pdf