A Causal Model of Ethical Leadership Affecting the Organizational Citizenship Behavior of Teachers in the Office of the Basic Education Commission

Abstract

The objective of this study was to examine the direct and indirect effects of ethical leadership on organizational citizenship behavior while considering job stress, organizational commitment, and job satisfaction as full and partial mediators through which these effects are transmitted. The study comprised a sample of 400 teachers working at the Office of the Basic Education Commission. The instruments utilized in this study were adapted from previous studies by scholars, and their content validity and reliability were tested before data collection. Analysis of the direct and indirect effects of full and partial mediators was conducted using the PROCESS program. The results indicated that ethical leadership had a direct effect on organizational citizenship behavior with statistical significance, as well as an indirect effect transmitted through job stress and job satisfaction. Job stress and job satisfaction functioned as partial mediators between ethical leadership and organizational citizenship behavior with statistical significance. However, organizational commitment did not show statistical significance as a mediator. The developed model suggested that ethical leadership theory effectively increased organizational citizenship behavior, with job stress and job satisfaction playing vital roles as mediators in transmitting organizational citizenship behavior with higher effectiveness. The mediators identified in this study were helpful in more accurately explaining organizational citizenship behavior.