Ethical leadership, culture, and public service motivation on organizational citizenship behavior: A case study of civil servants

Abstract

The study was conducted at the Regional Secretariat of Central Kalimantan. The researchers’ observations indicated that employee performance was very low; this was reflected in employees not wanting to help colleagues with work difficulties, teamwork within and between areas remained low, and employees not responding positively to tasks assigned to supervisors. The sampling technique used a simple random sample with a total sample of 150 individuals — a data analysis technique using structural equation modeling (SEM). The results showed that ethical leadership and work culture had positive and significant effects on organizational citizenship behavior (OCB), while public service motivation had no significant effect on OCB. Ethical leadership had no significant effect on performance, whereas work culture and public service motivation had positive effects, especially on performance. OCB has a positive and significant impact on employee performance. OCB conveys the impact of ethical leadership and work culture on employee performance, however, OCB does not assess the impact of public service motivation on employee performance

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