Spiritual leadership, job Satisfaction, and its effect on organizational commitment and organizational citizenship behavior

Abdul Kodir Djaelani,Anwar Sanusi,Boge Trianmanto

doi:10.5267/j.msl.2020.7.020

Abstract

Organizational citizenship behavior (OCB) has received a great deal of attention among researchers recently given the practical importance and its implication for the organizations. Building on a theoretical framework that links characteristics of leader and perception of individuals and their work settings to organizational commitment (OC) and citizenship behavior, the objective of this study was to investigate the relationship between spiritual leadership, job attitudes, and organizational citizenship behavior among lecturers at Islamic University. A cross-sectional design was used to meet the objectives set. Data were collected through the administration of questionnaires to 170 lecturers from Islamic University in Malang. Data were collected through 5 questionnaires in which participants completed measures of spiritual leadership, job satisfaction, organizational commitment, and OCBs. Results showed that one of the seven hypotheses proposed was rejected in this study. The results of structural equation modeling indicated a direct effect between spiritual leadership and OCB, and an indirect effect of organizational commitment on the relationship between spiritual leadership and job satisfaction toward OCB. The implications of these findings, as well as directions for future research, are addressed.

Highlights

Organizational Citizenship Behavior (OCB) has become a well-known concept and widespread component of organizational literature in recent Decades (Podsakoff, Mackenzie, Paine, & Bachrach, 2000)
The findings in this study have revealed that the effects that emerge both from spiritual leadership and job satisfaction from lecturers can be transmitted through an organizational commitment to organizational citizenship behavior
The influence between spiritual leadership on organizational citizenship behavior is partially mediated by organizational commitment

Summary

Introduction

Organizational Citizenship Behavior (OCB) has become a well-known concept and widespread component of organizational literature in recent Decades (Podsakoff, Mackenzie, Paine, & Bachrach, 2000). The term OCB was first conceived by Bateman and Organ (1983), in which described as ‘individual behavior that is discretionary, not directly or explicitly recognized by the formal reward system, and in the aggregate promotes the efficient and effective functioning of the organization’ One of common definition that OCB is: “Individual behavior that is discretionary, not directly or explicitly recognized by the formal reward system, and in the aggregate promotes the efficient and effective functioning of the organization” The success of an educational institution is significantly dependent on its willing teachers willingly doing the above expectations in their role in the organization (Di Paola & Tschannen-Moran, 2001) This is why OCB behavior gets great attention on the type of teacher work and one's career in learning activities (Bogler & Somech, 2004). In universities, teaching and learning are highly complex and challenging task as compared to teaching at schools because of the low formalization of teaching and learning content and methods in universities

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Discussion

Conclusion