Page 131 - Azerbaijan State University of Economics

THE JOURNAL OF ECONOMIC SCIENCES: THEORY AND PRACTICE, V.81, # 2, 2024, pp. 117-142

CSR
Perception

a= 0.4316 b= 0.1313

C=0.8966
Responsible
OCB
Leadership C' =0.8399
0.0567= Indirect Effect
0.8399= Direct Effect
0.8966= Total Effect

Figure 2. The model of the study showing the mediation of CSR perception between
RL and OCB

The study evaluated how employees' perceptions of CSR mediated the link between RL
and OCB. The outcome supported H4 by showing a large indirect influence of responsible
leadership on OCB. Additionally, it was discovered that the mediator's presence had a
substantial direct impact on OCB (c'=0.8399, p<0.001). The association between
responsible leadership and OCB is partially mediated by employee perceptions of CSR,
as both the direct and indirect effects of responsible leadership on OCB are statistically
significant. Because the product of pathways a, b, and c is positive, the mediation is
complimentary.

DISCUSSION AND CONCLUSION
With a focus on the Ethiopian FBI specifically, the current study attempted to examine
the relationship between OCB and responsible leadership through the mediation of
employees' perception of CSR in the manufacturing sector. Data was collected using
a survey. Prior to data analysis, an instrument validity and reliability test was
performed, and the results were valid. H3 was confirmed by the discovery that OCB
and responsible leadership had a positive and significant relationship (Table 5).
Additionally, the association between OCB and responsible leadership is found to be
mediated by employees' perceptions of CSR.

The current study improves our understanding and backs to the current literature
related to leadership styles and OCB in four ways. First, it ensured that responsible
leadership has a positive and significant effect on employees’ CSR perception, which,
in turn, affects their OCB, confirming H1 and H2 (Table 5). This can be taken as a
continuation of previous studies which were conducted on the direct and indirect role
of other leadership styles on OCB. Hence, our findings can be taken to be consistent
with the findings of prior studies which were conducted in the service sector (Hayat,
2023; Iqbal et al., 2018; Khattak et al., 2019).

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