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Woinshet Mengistu, Pazstor Szabolch, Marsai Viktor, Tariku Jebena: Responsible Leadership
and Organizational Citizenship Behavior: The Mediation Role of Employees CSR Perception

The mediating role of CSR perception between Responsible Leadership and OCB
Responsible leadership consist of a group of behaviors that focus on not just the needs
of the company but also those of stakeholders including employees
like staff members(Han et al., 2019b) by promoting their OCB either directly or
indirectly through Perceived CSR is the way individual think and fell as they gather
and sort details about CSR activities and create opinion about them (Gond et al.,
2017). Employees perceive CSR initiatives favorably when their organization
successfully organizes, carries out, and assesses the CSR initiatives (Lee et al., 2013;
Nazir et al., 2014). CSR value attributes such as fairness encourages employees to
demonstrate OCB (Hamdani et al., 2024). Leaders, through CSR, model ethical
behavior for their employees and those employees who perceive this concern and
empathy from their leaders are more likely to display behaviors that are expected of
them in return (Hamdani et al., 2024). Positive CSR perceptions encourage employees
to go beyond their formal roles, contributing to the overall organizational well-being
(Farid et al., 2019). When workers perceive that their firm is openly dedicated to CSR,
they are more likely to align their personal values with organizational goals, which
can enhance job satisfaction, commitment, and discretionary efforts like OCB (Rupp
et al., 2013). From the above literature we can infer those employees’ CSR perception
acts as a mediator between responsible leadership and OCB. That is, responsible
leaders enhance CSR perception, which in turn encourages employees to engage in
OCB. Essentially, the perception of a socially responsible organization motivates
employees to demonstrate positive organizational behaviors, as they feel aligned with
the organization’s ethical values and societal goals.

H4: Employees perception of CSR mediates the relationship between RL and OCB.
H4

CSR
Perception
H1 H2
a b

H3
C
Responsible
OCB
Leadership

Figure 1 Proposed Model

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