The nexus between servant leadership and organizational citizenship behavior through the mediating role of perceived organizational politics in Ethiopian federal public service organizations

Figures & data

Figure 1. Conceptual framework.Source: Ehrhart (2004) and Vigoda-Gadot (2007).

Table 1. Demographic information.

Variable	Option	Frequency	Percentage
Gender	Male	172	53.6
	Female	149	46.4
	Total	321	100
Age	21–30 years	77	24.0
	31–40 years	94	38.3
	41–50 years	99	29.3
	51–60 years	27	8.4
	Total	321	100
Marriage	Single	71	22.1
	Married	233	72.6
	Divorced	17	5.3
	Total	321	100
Educational Level-	Diploma	32	10.0
	Degree	176	54.8
	Master	113	35.2
	PhD	0	0
	Total	321	100
Tenure of organization	1–5 years	7	2.2
	6–10 years	92	28.7
	11–15 years	75	23.4
	16–20 years	78	24.3
	Above 21 years	69	21.5
	Total	321	100

Source: Field data (2023).

Table 2. Descriptive and correlation result.

Study variables	Mean	SD	OCB	POP	SL
OCB	2.80	0.78	1
POP	2.94	0.95	−720**	1
SL	2.80	0.78	.754**	−.707**	1

** Correlation is significant at the 0.01 level (2-tailed).

Note: OCB = organizational citizenship behavior, POP = perceptions of organizational politics, SL = servant leadership.

Figure 2. Measurement model. Note: OCB = organizational citizenship behavior, POP = perceptions of organizational politics and SL = servant leadership. Source: AMOS Result (2023).

Table 3. Loadings, reliability, and convergent validity.

Construct	Items	Factor loading	AVE	CR
	OCBO8	.888
	OCBO7	.897
	OCBO6	.901
	OCBO5	.897
	OCBO4	.873
	OCBO2	.897
	OCBO1	.886
	OCBI8	.913
OCB	OCBI7	.906	0.982	0.798
	OCBI6	.870
	OCBI5	.923
	OCBI4	.890
	OCBI2	.865
	OCBI1	.909
	POP6	.830
	POP5	.875
	POP4	.887
POP	POP3	.925	0.952	0.768
	POP2	.888
	POP1	.881
	SL14	.854
	SL13	.843
SL	SL12	.829	0.967	0.726
	SL11	.865
	SL10	.815
	SL9	.807
	SL8	.847
	SL7	.861
	SL4	.842
	SL3	.870
	SL2	.854

Note: OCB = organizational citizenship behavior, POP = perceptions of organizational politics, SL = servant leadership.

Table 4. Discriminant validity of study variables.

	POP	OCB	SL
POP	0.879
OCB	−0.728	0.894
SL	−0.717	0.767	0.851

Note: OCB = organizational citizenship behavior, POP = perceptions of organizational politics and SL = servant leadership. Source: AMOS Result (2023).

Figure 3. Structural model.Note: OCB = organizational citizenship behavior, POP = perceptions of organizational politics and SL = servant leadership. Source: AMOS Result (2023).

Table 5. structural model assessment.

			Estimate	S.E	C.R	P
POP	<---	SL	−.941	.069	−13.562	.000
OCB	<---	SL	.674	.075	8.955	.000
OCB	<---	POP	−.374	.054	−6.879	.000

Note: OCB = organizational citizenship behavior, POP = perceptions of organizational politics and SL = servant leadership. Source: AMOS Result (2023).

Table 6. Indirect effect of perceptions of organizational politics.

			Confidence Interval
Relationship	Direct Effect	Indirect Effect	LB	UB	P-value	Conclusion
SL→POP → OCB	0.674	0.352	0.231	0.495	.000	Competitive Partial Mediation

Source: AMOS Result (2023).

Ehrhart, M. G. (2004). Leadership and procedural justice climate as antecedents of unit-level organizational citizenship behavior. Personnel Psychology, 57(1), 61–94. https://doi.org/10.1111/j.1744-6570.2004.tb02484.x

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Vigoda-Gadot, E. (2007). Leadership style, organizational politics, and employees’ performance: An empirical examination of two competing models. Personnel Review, 36(5), 661–683. https://doi.org/10.1108/00483480710773981

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Data availability statement

Data will be presented upon request.