The Influence of Ethical Leadership, Organizational Justice, and Positive Work Environment on Organizational Citizenship Behavior of Employees of Restaurant Service Companies in Yogyakarta
DOI:
https://doi.org/10.55606/ijemr.v5i1.825Keywords:
Employees, Ethical Leadership, Organizational Citizenship Behavior (OCB), Organizational Justice, Positive Work EnvironmentAbstract
This study aims to examine the effect of ethical leadership, organizational justice, and a positive work environment on organizational citizenship behavior (OCB) of employees in a restaurant service company in Yogyakarta. Using a quantitative approach, this study involved 150 randomly selected employees and collected data through questionnaires. The data obtained were analyzed using multiple linear regression analysis. Results: ethical leadership has a significant positive effect on OCB (p < 0.05), indicating that ethical behavior demonstrated by leaders can increase OCB among employees. Likewise, organizational justice has a positive and significant effect on OCB (p < 0.05), indicating that employees who feel justice in the organization tend to demonstrate citizenship behavior. Furthermore, a positive work environment is also proven to have a significant effect on OCB (p < 0.05), where a safe, comfortable, and supportive working atmosphere contributes to increased citizenship behavior. The contribution of the study is in the development of OCB theory in the restaurant sector and provides practical recommendations that can be used by companies to improve employee loyalty and performance.
References
Adams, J. S. (1965). Inequity in social exchange. Advances in Experimental Social Psychology, 2, 267–299.
Bies, R. J., & Moag, J. F. (1986). Interactional justice: Communication criteria of fairness. In R. Lewicki, B. Sheppard, & M. Bazerman (Eds.), Research on negotiation in organizations (Vol. 1, pp. 43–55). Greenwich, CT: JAI Press.
Bormann, K. C. (2017). Ethical leadership and organizational citizenship behavior: A meta-analytic review. Business Ethics: A European Review, 26(4), 359–377.
Brown, M. E., Treviño, L. K., & Harrison, D. A. (2005). Ethical leadership: A social learning perspective for construct development and testing. Organizational Behavior and Human Decision Processes, 97(2), 117–134.
Cameron, K. S., Mora, C., Leutscher, T., & Calarco, M. (2011). Effects of positive practices on organizational effectiveness. The Journal of Applied Behavioral Science, 47(3), 266–308.
Colquitt, J. A. (2001). On the dimensionality of organizational justice: A construct validation of a measure. Journal of Applied Psychology, 86(3), 386–400.
Kelloway, E. K., Turner, N., Barling, J., & Loughlin, C. (2012). Transformational leadership and employee psychological well-being: The mediating role of employee trust in leadership. Work & Stress, 26(1), 39–55.
Leventhal, G. S. (1980). What should be done with equity theory? In K. Gergen, M. Greenberg, & R. Willis (Eds.), Social exchange: Advances in theory and research (pp. 27–55). New York: Plenum.
Luthans, F. (2002). Positive organizational behavior: Developing and managing psychological strengths. Academy of Management Executive, 16(1), 57–72.
Niehoff, B. P., & Moorman, R. H. (1993). Justice as a mediator of the relationship between methods of monitoring and organizational citizenship behavior. Academy of Management Journal, 36(3), 527–556.
Organ, D. W. (1988). Organizational citizenship behavior: The good soldier syndrome. Lexington Books.
Podsakoff, P. M., MacKenzie, S. B., Paine, J. B., & Bachrach, D. G. (2000). Organizational citizenship behaviors: A critical review of the theoretical and empirical literature. Journal of Management, 26(3), 513–563.
Spreitzer, G., & Porath, C. (2012). Creating sustainable performance. Harvard Business Review, 90(1-2), 92–99.
Downloads
Published
How to Cite
Issue
Section
License
Copyright (c) 2026 International Journal of Economics and Management Research
This work is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.
