Determining why individuals engage in OCB has occupied a substantial amount of research attention in both organizational behavior and social psychology (Brief & Motowidlo, 1986; McNeely & Meglino, 1994). Past researches have suggested that there is a relationship between OCB and a host of outcomes, such as satisfaction (Bateman & Organ, 1983); commitment (O’Reilly & Chatman, 1986); perceptions of fairness (Folger, 1993; Martin & Bies, 1991; Moorman, Rohit & Zaltman, 1993; Tepper & Taylor, 2003) and perceptions of pay equity (Organ, 1988).
Is there any research that have already studied this relation
OCB (independent variable) - Ethical Leadership (dependent variable)? Please update.
I believe the following article can be useful:
- qi Yang, hua Wei, (2018) "The impact of ethical leadership on organizational citizenship behavior: The moderating role of workplace ostracism", Leadership & Organization Development Journal, Vol. 39 Issue: 1, pp.100-113, https://doi.org/10.1108/LODJ-12-2016-0313
are not the variables other way around? To me ethical leadership makes employee have OCB.
ODB and leadership ethics are intertwined. Another important aspect of this is the psychological contract between organizations and employees. If the organization maintains trust (keep promises, etc.) there will be more OCB, if it does not, there will not be.
Coyle‐Shapiro, J. A. M. (2002). A psychological contract perspective on organizational citizenship behavior. Journal of Organizational Behavior, 23, 927-946. doi: 10.1002/job.173
Yildirim, O. (2014). The impact of organizational communication on organizational citizenship behavior: Research findings. Procedia-Social and Behavioral Sciences, 150, 1095-1100. doi:10.1016/j.sbspro.2014.09.124
Also see the book Organizational Autoethnographies: Power and Identity in Our Working lives.
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