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The impact of authentic leadership on employees' organizational citizenship behavior in Ethiopia public service

Author

Listed:
  • Hailay Shifare

    (School of Public Administration, Huazhong University of Science and Technology, Wuhan 430074, China)

  • Abreha Fyory

    (Assistant Professor, School of Management, Mekelle University, Mekelle, Ethiopia)

  • Nancy Githaiga

    (Department of Social Sciences, Murang'a University of Technology, Murang'a Kenya)

Abstract

There has been an increased recognition that more attention needs to be paid to authentic leadership as it emphasizes positive psychological behavior. Organizational citizenship behavior is crucial in the public service, and there should be friendly leadership behavior that could enable public employees to engage in helping behavior. Research in this area is of great interest and with a very active research community. The problem has recently attracted more attention due to the increasing mismanagement, scandal, and corruption in various public organizations that have contributed to the demand for authentic leadership. Although public organizations were trying to introduce various leadership styles that can enhance service delivery, what and how leadership behavior contributes to employees' Organizational Citizenship behavior (OCB) in public service is not well elaborated. The respondents were leaders from 10 public service organizations. Empirical evidence revealed that leaders' authentic leadership behavior impacted employees' organizational citizenship behavior through self-awareness, sharing information, ethical practices, good relation with subordinates, mutual understanding, and transparency. The innovative results of the study revealed that political, cultural, and social aspects influence the leadership behavior of leaders in public service. This study concluded that authentic leaders play a great role in creating a positive relationship and promoting employees' citizenship behaviors. The implications and future research of the results were discussed based on the influence of authentic leadership on employees' OCB. Key Words:Authentic leadership; OCB; Employees; Public service; Culture.

Suggested Citation

  • Hailay Shifare & Abreha Fyory & Nancy Githaiga, 2021. "The impact of authentic leadership on employees' organizational citizenship behavior in Ethiopia public service," International Journal of Research in Business and Social Science (2147-4478), Center for the Strategic Studies in Business and Finance, vol. 10(6), pages 121-131, September.
    • Handle: RePEc:rbs:ijbrss:v:10:y:2021:i:6:p:121-131
    DOI: 10.20525/ijrbs.v10i6.1318
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    References listed on IDEAS

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    1. Brown, Michael E. & Trevino, Linda K. & Harrison, David A., 2005. "Ethical leadership: A social learning perspective for construct development and testing," Organizational Behavior and Human Decision Processes, Elsevier, vol. 97(2), pages 117-134, July.
    2. Lei Wang & Kim Hinrichs & Leonel Prieto & Jon Howell, 2013. "Five dimensions of organizational citizenship behavior: Comparing antecedents and levels of engagement in China and the US," Asia Pacific Journal of Management, Springer, vol. 30(1), pages 115-147, March.
    3. James Avey & Michael Palanski & Fred Walumbwa, 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, Springer, vol. 98(4), pages 573-582, February.
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