The Urgency of the Role of Ethical Leadership and Organizational Citizenship Behavior in building the Performance of Village Consultative Body Members in Pamekasan Regency, Indonesia

Fajar Surahman, Achmad Imam

Abstract


The purpose of this study was to determine the effect of Ethical Leadership and Organizational Citizenship Behavior (OCB) in building the Performance of Village Consultative Body Members. This research is classified as explanatory research with a quantitative approach. The sample used was 150 respondents. The sample consisted of Village Consultative Body Members in Pamekasan Regency. This research used saturated sampling technique. The type of data used is primary data, namely collecting data using questionnaires. Analysis of the data used is Multiple Linear Regression Analysis and Sobel test with SPSS version. The result of this research shows that Ethical Leadership has positive effect on Organizational Citizenship Behavior, Organizational Citizenship Behavior has positive effect on Performance of Village Consultative Body Members and Ethical Leadership has positive effect on Performance of Village Consultative Body Members with Organizational Citizenship Behavior as investing variable. 


Keywords


Ethical Leadership; Organizational Citizenship Behavior; Performance of Village Consultative Body Members

Full Text:

PDF

References


Andrew, S. A., & Cazares, F. L. (2015). Behavior on Organizational Performance: Empirical Analysis of Public Employees in. Mediating Effects of Organizational Citizenship Behavior on Organizational Performance: Empirical Analysis of Public Employees in Guadalajara, Mexico, 12, 71–93.

Avey, J. B., Palanski, M. E., & Walumbwa, F. O. (2011). When leadership goes unnoticed: The moderating role of follower self-esteem on the relationship between ethical leadership and follower behavior. Journal of Business Ethics, 98, 573-582.

Azmi, A. (2010), The Relationship Between Organizational Citizenship Behavior and High Performance Organization: Case Study at Padiberas Nasional Berhad, Universiti Utara Malaysia.

Bagyo, Y. (2018). The Effect of Counterproductive Work Behavior (CWB) and Organizational Citizenship Behavior (OCB) on Employee Performance with Employee Engagement as Intervening Variable. IOSR Journal of Business and Management (IOSR-JBM), 20(2 Ver IV), 83–89. https://doi.org/10.9790/487X-2002048389

Bandura, A. (1977). Social learning theory. Englewood Cliffs, NJ: Prentice-Hall.

Baron, R.M. and Kenny, D.A. (1986), “The moderator–mediator variable distinction in social psychological research: conceptual, strategic, and statistical considerations”, Journal of Personality and Social Psychology, Vol. 51 No. 6, pp. 1173-1182.

Bass, B. M., Avolio, B. J., Jung, D. I., & Berson, Y. (2003). Predicting unit performance by assessing transformational and transactional leadership. Journal of Applied Psychology, 88(2), 207-218.

Biswas, S. (2006), “Organizational culture and psychological climate as predictors of employee performance and job satisfaction”, PhD thesis, Indian Institute of Technology, Kharagpur, submitted.

Boehm, S. A., & Dwertmann, D. G. (2015). Forging a single-edged sword: Facilitating positive age and disability diversity effects in the workplace through leadership, positive climates, and HR practices. Work, Aging and Retirement, 1(1), 41–63. DOI:10.1093/workar/wau008.

Boerner, S., Dütschke, E., Schwämmle, A.(2005). Doing Voluntary Extra Work? Organizational Citizenship Behavior in the Hospital--A Comparison Between Physicians and Nurses, Gesundheitswesen. 67(11), 1-10.

Boerner, S., Eisenbeiss, S. A., & Griesser, E. (2007). Follower Behavior and Organizational Performance: The Impact of Transformational Leaders. Journal of Leadership and Organizational Studies, 13(3), 15-26. http://dx.doi.org/10.1177/10717919070130030201.

Brown, M. E. (2007). Misconceptions of ethical leadership: How to avoid potential pitfalls. Organizational Dynamics, 36, 140–155. doi:10.1016/j.orgdyn.2007.03.003.

Brown, M. E., & Trevin˜o, L. K. (2006). Ethical leadership: A review and future directions. The Leadership Quarterly, 17, 595–616. doi:10.1016/j.leaqua.2006.10.004.

Brown, M. E., Trevin˜o, L. K., & Harrison, D. A. (2005). Ethical leadership: A social learning perspective for construct develop- ment and testing. Organizational Behavior and Human Decision Processes, 97, 117–134. doi:10.1016/j.obhdp.2005.03.002.

Brown, M.E. and Mitchell, M.S. (2010), Ethical and Unethical Leadership: Exploring New Avenue for Future Research, Business Ethics Quartely, Vol. 20 No. 4, pp. 583-616.

Burton, R. M., & Obel, B. (2001). Organization. Encyclopedia of Operations Research & Management Science, 589-595.

Chelagat, L. J., Chepkwony, P. K., & Kemboi, A. (2015). Effect of Organizational Citizenship Behavior on Employee Performance in Banking Sector, Nairobi County, Kenya. International Journal of Business, Humanities and Technology, 5(4), 55–61.

Chien, H.M. (2003), “A study to improve organizational citizenship behaviors”, available at: www.mssanz. org.au/MODSIM03/Volume_03/B14/03_Chien_behaviours.pdf

Ciulla, J. B. (1995). Leadership ethics: Mapping the territory. Business Ethics Quarterly, 5(1), 5-28.

Cyril, P. H., & Girindra, T. (2009). The association between ethical leadership and employee outcomes–the Malaysian case. Electronic Journal of Business Ethics and Organization Studies, 14 (1), 21-32.

Deckop, J.R., Mangel, R. and Cirka, C.C. (1999), “Getting more than you pay for: organizational citizenship behavior and pay for performance plans”, Academy of Management Journal, Vol. 42 No. 4, pp. 420-8.

Ekaningtias, D. (2016), “Effect of commitment, ethical leadership and attitude towards the performance of regional work unit in East Java provincial government”, Human Resource Management Research, Vol. 6 No. 2, pp. 40-44.

El Khouly, S., Mohammad, N., & El Hady, N. (2015). The Relationship between Ethical Leadership (EL) and Organizational Citizenship Behavior (OCB). Competition Forum, 13(2), 266.

Engelbrecht, A. S., Heine, G., & Mahembe, B. (2017). Integrity, ethical leadership, trust and work engagement. Leadership and Organization Development Journal, 38(3), 368–379. https://doi.org/10.1108/LODJ-11-2015-0237

Evans, J.R. and Lindsay, W.M. (2011). Managing for Quality and Performance Excellence, 8th ed., South-Western, Cincinnati, OH.

Gerpott, F. H., Van Quaquebeke, N., Schlamp, S., & Voelpel, S. C. (2019). An Identity Perspective on Ethical Leadership to Explain Organizational Citizenship Behavior: The Interplay of Follower Moral Identity and Leader Group Prototypicality. Journal of Business Ethics, 156(4), 1063–1078. https://doi.org/10.1007/s10551-017-3625-0

Hendler, D. (2011), “Psychological safety as a mediating variable in the relationship between ethical leadership and employee engagement at work”, master’s degree in Industrial Psychology.

Hofstede, G. (2001), Culture’s Consequences, 2nd ed., Sage Publications, Thousand Oaks, CA.

Inuwa, M. (2017). Job Satisfaction and Employee Performance of Greek Banking Staff: An Empirical Investigation. Acta Universitatis Lodziensis. Folia Oeconomica, Acta Unive(December).

Jagat Firman Hadinata and Surati, Surati and Lalu, Suparman (2019) B3 PENGARUH GAYA KEPEMIMPINAN TRANSFORMASIONAL DAN IKLIM ORGANISASI TERHADAP EMPLOYEE ENGAGEMENT SERTA DAMPAKNYA TERHADAP ORGANIZATIONAL CITIZENSHIP BEHAVIOR (Studi Sekretariat Daerah Provinsi NTB). Jurnal Magister Manajemen Universitas Mataram, 8 (4). pp. 393-406.

Jofreh, M., Mohammadi, F., & Yasini, A. (2012). Leadership distribution consequences in schools: A particular look at organizational citizenship behavior of teacher. Australian Journal of Basic and Applied Sciences, 6(12), 259-268.

Kacmar, K.M., Bachrach, D.G., Harris, K.J. and Zivnuska, S. (2011), “Fostering good citizenship through ethical leadership: exploring the moderating role of gender and organizational politics”, Journal of Applied Psychology, Vol. 96 No. 3, pp. 633-642.

Kalshoven, K., Den Hartog, D. N., & De Hoogh, A. H. B. (2011). Ethical leadership at work questionnaire (ELW): Development and validation of a multidimensional measure. The Leadership Quarterly, 22, 51–69. doi:10.1016/j.leaqua.2010.12.007.

Kalshoven, K., Den Hartog, D. N., & De Hoogh, A. H. B. (2011). Ethical leadership at work questionnaire (ELW): Development and validation of a multidimensional measure. The Leadership Quarterly, 22, 51–69. doi:10.1016/j.leaqua.2010.12.007.

Kilinc, E. and Ulusoy, H. (2014), “Investigation of OCB, organizational silence, and employee performance at physicians and nurses, and the relationship among them”, Business Management Dynamics, Vol. 74, pp. 376-382.

Kirkman, B. L., Chen, G., Farh, J., Chen, Z. X., & Lowe, K. B. (2009). Individual power distance orientation and follower reactions to transformational leaders: A cross-level, cross-cultural examination. Academy of Management Journal, 52, 744–764. doi:10.5465/AMJ.2009.43669971.

Kiruja, E.K. and Mukuru, E. (2013). “Effect of motivation on employee performance in public middle level technical training institutions in Kenya”, International Journal of Advances in Management and Economics, Vol. 2 No. 4, pp. 73-82.

Koopmans, L. (2014), Measuring Individual Work Performance, CPI Koninklijke Wöhrmann, Zutphen.

Lavelle, J. J. (2010). What motivates OCB? Insights from the volunteerism literature. Journal of Organizational Behavior, 31, 918–923. doi:10.1002/job.644.

Locander, W.B., Hamilton, F., Ladik, D. and Stuart, J. (2002), “Developing a leadership-rich culture: the missing link to creating a market-focused organization”, Journal of Market-Focused Management, Vol. 5 No. 2, pp. 149-163.

Luthans, F. (2011), International Management Culture Strategy and Behavior, McGraw Hill Book, New York, NY.

Luthans, F. (2011). Organizational Behavior. An Evidence–Based Approach (12th ed.). New York: McGraw-Hill International Edition.

Maharani, V., Troena, E.A. and Noermijati. (2013), “Organizational citizenship behavior role in mediating the effect of transformational leadership, job satisfaction on employee performance: studies in PT Bank Syariah Mandiri Malang East Java”, International Journal of Business and Management, Vol. 8 No. 17, pp. 1833-3850.

Malik, M. S., Awais, M., Timsal, A., & Qureshi, U. H. (2016). Impact of ethical leadership on employees’ performance: Moderating role of organizational values. International Review of Management and Marketing, 6(3), 590–595.

Mayer, D. M., Kuenzi, M., Greenbaum, R., Bardes, M., & Salvador, R. B. (2009). How low does ethical leadership flow? Test of a trickle-down model. Organizational Behavior and Human Decision Processes, 108, 1–13. doi:10.1016/j.obhdp.2008.04.002.

Michael, B. E., & Linda, T. K. (2006). Ethical leadership: A review and future directions. The Leadership Quarterly, 17, 595-616.

Michael, P. C. (2005). Understanding ethical leadership. ASBBS E-Journal, 1 (1), 44-54.

Mo, S. J., Wang, Z. M., Akrivou, K., & Booth, S. (2012). Look up, look around: Is there anything different about team-level OCB in China? Journal of Management & Organization, 18, 833–844.

Netemeyer, R.G., Boles, J.S., McKee, D.O. and McMurrian, R. (1997), “An investigation into the antecedents of organizational citizenship behaviors in a personal selling context”, Journal of Marketing, Vol. 61, pp. 85-98.

Neubert, M. J., & Roberts, J. A. (2013). The influence of ethical leadership and regulatory focus on employee outcomes. Business Ethics Quarterly, 23, 269–296. doi:10.5840/beq201323217.

Northouse, P. G. (2010). Leadership: Theory and practice (5th ed.). Thousand Oaks, CA: Sage Publications Inc.

Organ, D. W., & Ryan, K. (1995). A meta-analytic review of attitudinal and dispositional predictors of organizational citizen- ship behavior. Personnel Psychology, 48, 775–802. doi:10.1111/ j.1744-6570.1995.tb01781.x.

Organ, D.W. (1988). Organizational Citizenship Behavior: The Good Soldier Syndrome. Lexington, MA: Lexington Books.

Pattnaik, S. and Biswas, S. (2005), “The mediating role of organizational citizenship behavior between organizational identification and its consequences”. International Research Conference of the Academy of Human Resource Development (AHRD), February 24-27,

Piccolo, R. F., Greenbaum, R., Den Hartog, D. N., & Folger, R. (2010). The relationship between ethical leadership and core job characteristics. Journal of Organizational Behavior, 31,259–278. doi:10.1002/job.627.

Podsakoff, P.M., MacKenzie, S.B., Paine, J.B. and Bachrach, D.G. (2000), “Organizational citizenship behaviors: a critical review of the theoretical and empirical literature and suggestions for future research”, Journal of Management, Vol. 26 No. 3, pp. 513-563.

Podsakoff, N. P., Whiting, S. W., Podsakoff, P. M., & Blume, B. D. (2009). Individual-and organizational-level consequences of organizational citizenship behaviors: A meta-analysis. Journal of Applied Psychology, 94(1), 122-141.

Polat, S. (2009). Organizational citizenship behavior (OCB) display levels of the teachers at secondary schools according to the perceptions of the school administrators. Procedia Social and Behavioral Sciences, 1, 1591-1596.

Poohongthong, C., Surat, P. and Sutipan, P. (2014), “A study on the relationships between ethical leadership, work-life balance, organizational socialization, and organizational citizenship behavior of teachers in Northern Thailand”, International Journal of Behavioral Science, Vol. 9 No. 2, pp. 17-28.

Pradhan, R.K. and Jena, L.K. (2017), “Employee performance at workplace: conceptual model and empirical validation”, Business Perspectives and Research, Vol. 5 No. 1, pp. 1-17.

Rita, M., Randa Payangan, O., Rante, Y., Tuhumena, R., & Erari, A. (2018). Moderating effect of organizational citizenship behavior on the effect of organizational commitment, transformational leadership and work motivation on employee performance. International Journal of Law and Management, 60(4), 953–964. https://doi.org/10.1108/IJLMA-03-2017-0026

Sabir, M.S., Iqbal, J.J., Rehman, K.U., Shah, K.A. and Yameen, M. (2012), “Impact of corporate ethical values on ethical leadership and employee performance”, International Journal of Business and Social Science, Vol. 3 No. 2, pp. 163-171.

Shahin, A., Shabani Naftchali, J. and Khazaei Pool, J. (2014), "Developing a model for the influence of perceived organizational climate on organizational citizenship behaviour and organizational performance based on balanced score card", International Journal of Productivity and Performance Management, Vol. 63 No. 3, pp. 290-307. https://doi.org/10.1108/IJPPM-03-2013-0044

Shareef, R. A., & Atan, T. (2019). The influence of ethical leadership on academic employees’ organizational citizenship behavior and turnover intention: Mediating role of intrinsic motivation. Management Decision, 57(3), 583–605. https://doi.org/10.1108/MD-08-2017-0721

Shukurat, B. M. (2012). Impact of ethical leadership on employee job performance. International Journal of Business and Social Science, 11 (3), 228-236.

Siddiqui, D. A., & Rida, N. ul. (2019). Impact of Motivation on Employees Performance in Pakistan. Business Management and Strategy, 10(1), 1. https://doi.org/10.5296/bms.v10i1.14448

Silke, E. A. (2012). Re-thinking ethical leadership: An interdisciplinary integrative approach. The Leadership Quarterly, 23, 791-808.

Smith, C. A., Organ, D. W., & Near, J. P. (1983). Organizational citizenship behavior: Its nature and antecedents. Journal of Applied Psychology, 68(4), 653-663.

Soumendu, B., & Arup, V. (2007). Antecedents of employee performance: an empirical investigation in India. Employee Relations, 34(2), 177-192.

Sriboonlue, P. and Jindarat, P. (2013). “Personal–organizational factors, OCB, and job performance: the governance bank employees”, Proceedings of Annual Paris Business and Social Science Research Conference, Republique, Paris, ISBN: 978-1-922069-27-6.

Supriyanto, A. S., Ekowati, V. M., & Maghfuroh, U. (2020). Do organizational citizenship behavior and work satisfaction mediate the relationship between spiritual leadership and employee performance? Management Science Letters, 10(5), 1107–1114. https://doi.org/10.5267/j.msl.2019.10.031

Tan, H. H., & Tan, M. L. (2008). Organizational citizenship behavior and social loafing: The role of personality, motives, and contextual factors. The Journal of Psychology, 142, 89–108. doi:10.3200/JRLP.142.1.89-112.

Tanner, C., Brügger, A., Van Schie, S., & Lebherz, C. (2010). Actions speak louder than words: The benefits of ethical behaviors of leaders. Zeitschrift für Psychologie/Journal of Psychology, 218(4), 225-233.

Theriou, G., & Chatzoudes, D. (2020). The Effect of Ethical Leadership and Leadership Effectiveness on E mployee’ s Turnover Intention in SMEs: The Mediating Role of Work Engagement. XXIII (4), 947–963.

Tsai, W.C., Chen, C.C., Liu, H.L., 2007. Test of a model linking employee positive moods and task performance. Journal of Applied Psychology 92 (6), 1570–1583.

Walumbwa, F. O., & Schaubroeck, J. (2009). Leader personality traits and employee voice behavior: Mediating roles of ethical leadership and work group psychological safety. Journal of Applied Psychology, 94(5), 1275-1286.

Widiani, N. P. (2019). The effect of love of money and emotional intelligence on employee performance with organizational citizenship behavior as mediating variable. International Research Journal of Engineering, IT & Scientific Research, 5(1), 39–49

Yang, Q., & Wei, H. (2018). The impact of ethical leadership on organizational citizenship behavior: The moderating role of workplace ostracism. Leadership and Organization Development Journal, 39(1), 100–113. https://doi.org/10.1108/LODJ-12-2016-0313

Yoon, M.H., Suh, J., 2003. Organizational citizenship behaviors and service quality as external effectiveness of contact employees. Journal of Business Research 56 (8), 597–611.

Yukl, G. (2002). Leadership in organizations. Upper Saddle River, NJ: Prentice-Hall, Inc.

Zehir, C. and Erdogan, E. (2011), “The association between organizational silence and ethical leadership through employee performance”, Procedia – Social and Behavioral Sciences, Vol. 24, pp. 1389-1404.

Zoghbi-Manrique-de-Lara, P., & Suarez-Acosta, M. (2013). Employees’ reactions to peers’ unfair treatment by supervisors: The role of ethical leadership. Journal of Business Ethics. doi:10.1007/ s10551-013-1778-z.

Zohar, D. (2005), “Spiritually intelligent leadership”, Leader to Leader, Vol. 38, pp. 45-51.




DOI: http://dx.doi.org/10.18415/ijmmu.v9i7.3977

Refbacks

  • There are currently no refbacks.


Copyright (c) 2022 International Journal of Multicultural and Multireligious Understanding

Creative Commons License
This work is licensed under a Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 International License.

International Journal of Multicultural and Multireligious Understanding (IJMMU) ISSN 2364-5369
https://ijmmu.com
editor@ijmmu.com
dx.doi.org/10.18415/ijmmu
facebook.com/ijmmu
Copyright © 2014-2018 IJMMU. All rights reserved.