THE RELATIONSHIP OF PERCEIVED INTEGRITY OF LEADERS TO SELF-EFFICACY AND ORGANIZATIONAL CITIZENSHIP BEHAVIOR: BASIS FOR A MANAGEMENT DEVELOPMENT PROGRAM

Erik Jason Roque Estrada | Rosalia Caballero |

June 03, 2020
Organization Culture

This study seeks to determine the relationship of the perceived integrity of leaders in a state-owned housing agency as the respondents’ socio-demographic profile (age, gender, educational attainment, length of service) self-efficacy and organizational citizenship behavior. The descriptive-correlational method was applied to 196 permanent rank-andfile employees using a self-made socio-demographic questionnaire, Perceived Leadership Integrity Scale (PLIS), General Self-Efficacy Scale (GSES), and the Organizational Citizenship Behavior Checklist (OCB-C). The findings revealed that there were more female respondents than males who aged 31-40 years and had served the agency for 5-9 years with college degree. Moreover, the respondents perceived their leaders as moderately ethical with their self-efficacy at the normal level while strongly manifesting organizational citizenship behavior. Correlation results showed that perceived integrity of leaders had a significant positive relationship to the respondents’ length of service. This indicates that the longer the employees stay in the agency, the more they see their supervisors as highly ethical. Furthermore, the perceived integrity of leaders was found to be significantly correlated with self-efficacy and organizational citizenship behavior. Thus, the study recommends a management development program for the leaders in the agency.

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