American Journal of Humanities and Social Sciences Research (AJHSSR) 2024

American Journal of Humanities and Social Sciences Research (AJHSSR)

e-ISSN : 2378-703X
Volume-08, Issue-09, pp-259-266
www.ajhssr.com
Research Paper Open Access

Antecedent Variables in Organization Based Self Esteem (OBSE)

And Organizational Citizenship Behavior (OCB)
Nanda Sekar Asmara1*, Tetra Hidayati2, Heni Rahayu Rahmawati3
Faculty of Economics and Business, Mulawarman University

ABSTRACT : Government organizations continue to demand employee professionalism in providing

services, so employees must have an awareness of their responsibility for the success of the organization.
This work is made to investigate the relationship between servant leadership and job social support on
organizational citizenship behavior (OCB) mediated by Organization based self-esteem (OBSE). The
research was conducted at the Central Berau Statistics (BPS) office on Samarinda City, using a sample of
72 employees. Data was collected using a questionnaire distributed via Google Forms. Furthermore, this
research was analyzed using descriptive statistics and inferential statistics and the Partial Least Squares
(PLS) as analysis tool. Empirical findings validate that servant leadership and Job Social Support have a
positive and significant effect on OBSE. Meanwhile OCB servant leadership have positive but not
significant to OCB and Job Social Support have a negative and not significant to OCB. When the
relationship between the variables social support and OCB is mediated by OBSE, it shows the result of a
positive and significant influence. Servant leadership and job social support have a clearer relationship to
OCB Employees who have better servant leadership is expected to increase OBSE and OCB. OCB is very
important for organizations because it can provide an overview of employee awareness of their
responsibilities as members of the organization.

KEYWORDS: Servant Leadership, Job Social Support, Organizational Citizenship Behavior (OCB),
Organization Based Self Esteem (OBSE).

I. INTRODUCTION
The transformation of positions within government organizations remains an interesting topic of
discussion among Civil Servants (PNS) due to its significant impact, as this new policy has changed the
organizational governance. According to data from the Ministry of Administrative and Bureaucratic Reform
(Kemepanrb), as of June 30, 2021, a total of 46,159 structures have been simplified. Meanwhile, in terms
of functional position composition, there has been an increase in numbers since the enactment of the law in
2019, with a rise of 1% from 50.4% in 2019 to 51.4% in 2021. This increase in functional positions is
accompanied by a decrease in structural positions, which decreased from 11.1% in 2019 by 0.1% to 11%
in 2020, and further decreased by 0.3% in 2021 to 10.7%. These changes indicate that the transformation
or reassignment of positions from structural to functional positions has been implemented within
government agencies.

The success of career management in functional officials is driven, among others, by the nature of
OCB. Organizational Citizenship Behavior (OCB) is needed because it plays a role in driving organizational
progress, as explained by Mahmudi and Surjanti (2020), who state that OCB is a voluntary behavior of
members that goes beyond the roles mandated by the organization but indirectly recognized by the
organization's reward system and influences organizational work effectiveness. It can be said that the
presence of organizational citizenship behavior (OCB) in an organization is a manifestation of a strong
organizational culture. OCB plays an important role in organizations. OCB behavior does not emerge
spontaneously; there are factors that influence it. Some of the factors that influence OCB include
personality, organizational culture, organizational climate, job satisfaction, organizational commitment,
transformational and servant leadership, employee social responsibility, employee age, work engagement,
collectivism, organizational justice, social support, and happiness (Organ et al., 2006; Verawati & Heri,
2022). In this study, we will further discuss the variables of servant leadership, social support, and
organizational-based self-esteem (OBSE), which are believed to have an influence on OCB. The researchers
assess that OCB and OBSE are shaped by how leaders within the organization and the work environment
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also support them. This is consistent with the research conducted by Verewati & Heri (2022), which found
that there is an influence of increased OCB in employees due to the social support they receive. A similar
finding is also evident in the study by Yang et al. (2015), which shows a positive correlation between OBSE
and OCB, suggesting that OBSE can mediate the relationship between servant leadership, job social
support, and OCB.

However, not all studies show positive results regarding the relationships between these variables.
In a study conducted by Mukti et al. (2023) with a sample of 78 individuals, it was found that servant
leadership did not have a significant influence on OCB. Similarly, in a study by Costa et al. (2021) among
employees in an IT company, the results showed that the variable of social support did not have a significant
influence on OCB. Therefore, based on the research gaps identified from the literature review above, the
author decided to further investigate the antecedent variables of organizational-based self-esteem (OBSE)
and organizational citizenship behavior (OCB) specifically focusing on the variables of servant leadership
and job social support among functional officials in the BPS in Samarinda City.

II. LITERATURE REVIEW

Servant Leadership
The concept of servant leadership was introduced by Robert K. Greenleaf in 1970 in an essay titled
"Servant as Leader," where he coined the terms "servant-leader" and "servant leadership." To be a servant-
leader, an individual must possess qualities such as listening, commitment to growth, building community,
and a forward-looking vision. Servant leadership is a type or model of leadership developed to address
leadership crises characterized by a decline in followers' trust in the exemplification of their leaders
(Mukasabe, 2004). This is because the behavior exhibited by a servant leader tends to serve as an example
that influences those they lead.

In this study, the researcher chooses to focus on validating the servant leadership instrument previously
researched by Dennis (2004; cited in Irving, 2005). The construction of Servant Leadership according to
Dennis (2004; cited in Irving, 2005) includes the following components:
1. Love: The first characteristic of servant leadership is love-based leadership. Winston (2002, cited in
Irving, 2005) states that love means doing the right thing at the right time for the right reasons. Team
members should be treated with care and love to promote greater performance and effectiveness.
2. Empowerment: The second characteristic of servant leadership is empowerment. Empowerment
emphasizes collaboration, entrusting power to others, and listening to the advice of followers (Dennis,
2004; cited in Irving, 2005).
3. Vision: The third characteristic of servant leadership is vision. Vision refers to the direction in which
the leader will guide the organization and its people. The leader's vision inspires action and helps shape
the future, exerting a strong influence on those who work for the organization's interests. In other
words, when personal values associated with servant leaders are characterized by vision, team
performance can be enhanced (Bennett, 2001; cited in Irving, 2005).
4. Humility: The fourth characteristic of servant leadership is humility. Dennis (2004; cited in Irving,
2005) states that effective leaders maintain humility by showing respect for employees and
acknowledging their contributions to the team.
5. Trust: The final characteristic of servant leadership is trust. Servant leaders are chosen among others
based on specific qualities that earn them the trust to be leaders.

Job Social Support

Social support is a part of social capital that can be transferred from the work domain to the family
domain of employees. Social support is the individual's perception of being cared for, loved, valued,
appreciated, and being part of a network that has obligations and shared goals (Nicklin and Nall, 2013).
Social support as a form of social capital in the workplace originates from the organization, immediate
supervisors, and coworkers (Tang et al., 2012). Workplace social support can yield positive outcomes for
employees (such as job satisfaction, increased well-being) and organizations (such as commitment,
productivity, and reduced absenteeism). A positive organizational climate and personal relationships
between coworkers, as well as between supervisors and employees, are necessary to create a relevant
platform for implementation. In this study, social support in the work environment will be discussed in
relation to individual support, supervisor or managerial support, and organizational support.

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Organization Based Self Esteem (OBSE)
Organization-based self-esteem (OBSE) refers to the degree to which members of an organization
believe that they can fulfill their needs by participating in the organizational context (Korman, 1976). OBSE
has several characteristics (Kreitner & Kinicki, 2000; Greenberg, 2005): feeling accepted in the
organization, feeling secure in the organization, feeling competent in the organization, feeling influential in
the organization, feeling important to the organization, feeling valued by the organization, and feeling a
sense of growth in the organization. The presence or absence of self-esteem in the organization, or OBSE,
explains the closeness of the employee's relationship with the organization (Pierce et al., 1993). OBSE
reflects the degree of employees' belief in an organization and their personal perception of their willingness
to help by actively participating in the organization, indicating the employee's closeness to the organization.
The indicators used include living consciously, self- acceptance, responsibility, self-assertiveness,
purposefulness, and integrity.

Organizational Citizenship Behavior (OCB)

According to Dyne et al. (1995), Organizational Citizenship Behavior (OCB) is defined as
discretionary behavior that is expected to benefit or even be beneficial to the organization, which is not
formally rewarded or required and goes beyond the employee's job expectations. Podsakoff and MacKenzie
(1994) identified the following dimensions of OCB:
1. Helping behavior/(altruism/courtesy): Conceptually, helping behavior involves voluntarily assisting
others or preventing work-related problems. It demonstrates a willingness to help others even when
it is not part of one's job duties or obligations.
2. Sportsmanship: Sportsmanship refers to the willingness or tolerance to persevere in the organization
without complaining, even in less pleasant conditions.
3. Civic virtue/organizational participation: This dimension involves an individual's involvement in
organizational activities and concern for the organization's well-being. Employees voluntarily
participate, take responsibility, and engage in addressing organizational issues. They actively
contribute their ideas.
4. Individual initiative/conscientiousness: Individual initiative refers to voluntary efforts to improve the
way tasks are performed in a creative manner to enhance organizational performance. It involves
proactive and innovative actions taken voluntarily to enhance one's own abilities in performing tasks
for the improvement of organizational performance.

The Relationship Between Variables

Relationship Between Servant Leadership and Organizational Citizenship Behavior (OCB)
One of the factors that shapes OCB attitudes is the leadership style of organizational leaders, specifically the
servant leadership relationship that plays a role in the organization. In servant leadership, a dominant indicator is
where leaders prioritize the interests of workers and help them discover their full potential (No rthouse, 2018).
According to several researchers, servant leadership is related to OCB because it focuses on follower
development, community building, and shared leadership (Graham, 1991, as cited in Sandjaya et al., 2008).
H1: Servant Leadership has a positive and significant influence on Organizational Citizen Behavior (OCB).

Relationship between Job Social Support and Organizational Citizen Behavior (OCB)
According to Nicklin and Nall (2013), social support is one of the important resources in the workplace for
individuals in dealing with job stress, especially for individuals who have dual roles. Having strong social support
shapes better mood, which indirectly influences OCB attitudes in individuals.
H2: Job Social Support has a positive and significant influence on Organizational Citizen Behavior (OCB).

Relationship between Servant Leadership and Organization Based Self-Esteem (OBSE)

Leadership characteristics can influence employees' OBSE, and one of them is servant leadership, which
encourages employee learning by providing opportunities and empowering employees to make independent
decisions (Konczak et al., 2000). Employees can develop the skills, knowledge, needs, and abilities required to
achieve their career goals. This situation increases the likelihood of employees working successfully. A work
environment with such conditions can enhance OBSE within the organization.
H3: Servant Leadership has a positive and significant influence on Organization Based Self-Esteem (OBSE).

Relationship between Job Social Support and Organization Based Self-Esteem (OBSE)
Pierce and Gardner (2004) stated that there are three factors that influence Organization Based Self-Esteem:
workplace structure, feedback from the environment or social support (trust, fairness, respect), and successful
experiences. Workplace structure affects self-esteem in OBSE held by members of the organization. One of the
factors influencing Organization Based Self-Esteem is social support.

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H4: Job Social Support has a positive and significant influence on Organization Based Self-Esteem (OBSE).

Relationship between Organization Based Self-Esteem (OBSE) and Organizational Citizen Behavior (OCB)
The role of OBSE in shaping OCB in individuals is explained by Chein (2004), stating that individuals with
high collectivism and a propensity to trust are more likely to believe they can be a valued part of the
organization, value this role, and engage in behaviors to make a difference in the organization.

H5: Organization Based Self-Esteem (OBSE) has a positive and significant influence on Organizational
Citizen Behavior (OCB).
Mediating Role of Organization Based Self-Esteem (OBSE) in the Relationship between Servant Leadership
and Job Social Support with Organizational Citizen Behavior (OCB)
Based on previous research, servant leadership and job social support have a positive relationship with
OCB, but not all studies show significant positive results. Therefore, it is considered necessary to use
mediating variables to strengthen the explanation of the relationship between independent and dependent
variables. Based on previous research, OBSE is considered a variable that can mediate the relationship
between servant leadership and job social support with OCB. This is because OBSE is related to OCB and
is itself influenced by servant leadership and job social support. In a study by Tang et al. (2002), a positive
relationship was found between OBSE and OCB, conducted with samples from the United States, Taiwan,
Poland, and Egypt.

H6: Organization Based Self-Esteem (OBSE) as a mediating variable in the relationship between Servant
Leadership and Organizational Citizen Behavior (OCB).
H7: Organization Based Self-Esteem (OBSE) as a mediating variable in the relationship between Job Social
Support and Organizational Citizen Behavior (OCB).

Based on the description of the interrelationships between variables and hypotheses, the researcher
formulates the research model as follows.

III. METHODOLOGY
This research adopts a quantitative approach. The study was conducted among all functional
officers in the environment of the Central Bureau of Statistics (BPS) employees in Samarinda City, with a
total of 72 samples collected using Google Forms as the data collection medium. The measurement
instrument used in this study was a structured questionnaire or a questionnaire with Likert scale questions.
Likert scale is used to measure the attitudes, opinions, and perceptions of respondents towards the object
(Nazir, 2009). The measurement for all variables is done using a 5-point Likert scale, where if there are
answers with low weights, they are given a score of 1, and so on, with answers of high weight given a score
of 5. The categories for each answer correspond to the following criteria:
Score 1: Strongly Disagree Score 2: Disagree
Score 3: Uncertain
Score 4: Agree
Score 5: Strongly Agree
In this study, the model testing stage involves testing convergent validity and discriminant validity. The
construct reliability is tested using Cronbach's alpha and composite reliability. The model testing is
conducted to determine how well the questionnaire items measure the nature and concept of the variables
being measured and to assess the consistency of the questionnaire items in measuring the same variables in
different times and places. In this study,

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data analysis to test the research hypotheses uses the Partial Least Squares (PLS) approach. The main
objective of SEM-PLS is to explain the relationships between constructs and emphasize the understanding
of the value of these relationships. It is important to note that there must be a theory that provides
assumptions to describe the model, variable selection, analytical approach, and interpretation of the results.
Since this study uses indicators to measure each construct and the measurement model is structural, the
decision is made to use SEM-PLS.

IV. RESULT AND DISCUSSION

The population of this study consists of BPS employees in Samarinda City, with total of 71
respondents. Among the respondents, 17% are male and 83% are female. The majority of the respondents
are married, accounting for 71%. In terms of length of service, 40% of the respondents have a work
experience ranging from 10 to 14 years. Looking at the educational background of the respondents, 68%
have a Diploma IV/Undergraduate degree (S1), 20% have a postgraduate degree (S2/S3), while the
remaining respondents have completed high school or have a Diploma I/II/III.

The results of the measurement model testing with convergent validity produced outer loading factor values
that have undergone standardized estimation to measure the convergent validity of the research indicators.
The items for the variables Servant Leadership, Social Support, OBSE, and OCB each have loading factor
values above 0.5. According to most references, a factor weight of 0.5 or higher is considered to have strong
validation. Based on the results processed by SmartPLS 3.0, after eliminating items that did not meet the
criteria, all indicators in Table 3 have loading factor values above 0.5. Thus, the convergent validity of this
research model meets the criteria. The discriminant validity test also shows that all constructs have square
root of AVE values higher than the correlation with other latent constructs, based on the Fornell-Larcker
criterion, indicating that the model meets discriminant validity (Fornell & Larcker, 1981).

Construct reliability testing is conducted in this study, where construct reliability can be assessed based on
the values of Cronbach's alpha and composite reliability for each construct. The recommended values for
composite reliability and Cronbach's alpha are above 0.7 (Ghozali, 2014). The results of the reliability test
indicate that all constructs have composite reliability and Cronbach's alpha values greater than 0.7 (> 0.7).
In conclusion, all constructs meet the required reliability. The detailed values of loadings, Cronbach's alpha,
composite reliability, and AVE for each construct can be seen in Table 1 below.

Tabel 1. Items Loadings, Cronbach’s Alpha, Composite Reliability, and Average Variance Extracted
(AVE)
Variables Items Loadings Cronbach’s Composite AVE
Alpha Reliability
Servant SL1 0.894 0.932 0.940 0.636
Leadership
(SL) SL10 0.769
SL2 0.843
SL3 0.757
SL4 0.709
SL5 0.764
SL6 0.814
SL7 0.830
SL9 0.779
Social Support SS3 0.913 0.810 0.913 0.840
(SS) SS4 0.920
OBSE OBSE1 0.781 0.913 0.933 0.698
OBSE2 0.857
OBSE3 0.860
OBSE4 0.812
OBSE5 0.823
OBSE6 0.875
OCB OCB1 0.677 0.827 0.873 0.541
OCB2 0.775
OCB3 0.554
OCB4 0.910
OCB6 0.601
OCB7 0.830

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Hypothesis Testing
Hypothesis testing in PLS is also known as the inner model test. This test includes testing the significance
of direct effects, moderation effects, and measuring the magnitude of the influence of exogenous variables
on endogenous variables. To understand the relationships between research variables, it is necessary to
conduct tests for direct and moderation effects. The test of influence is performed using t-statistics in the
partial least squares (PLS) analysis model, with the assistance of SmartPLS 3.0 software.

Table 2. Hypothesis Testing

Original Sample Standard T- P

Sample Mean Deviation Statistics Values
(O) (M) (STDEV)

OBSE -> OCB 0.630 0.653 0.174 3.622 0.000

SL -> OBSE 0.406 0.431 0.156 2.596 0.010
SL -> OCB 0.197 0.186 0.164 1.195 0.232
SS -> OBSE 0.409 0.415 0.114 3.595 0.000
SS -> OCB -0.031 -0.055 0.181 0.174 0.862
SL -> OBSE -> 0.256 0.292 0.142 1.805 0.072
OCB
SS -> OBSE -> 0.258 0.271 0.107 2.404 0.017
OCB

Relationship between Servant Leadership and Organizational Citizenship Behavior (OCB).

The hypothesis testing results show a t-statistics value of 1.195 with a significance level of 0.232 and an
original sample value of 0.197. The positive original sample estimate indicates a positive relationship.
Based on the significance value of 0.232 < 0.05, H0 is accepted, and it can be concluded that servant
leadership has a positive but insignificant effect on OCB. The research suggests that Servant Leadership
has a positive and significant influence on Organizational Citizen Behavior. Organizations that promote and
nurture servant leadership behaviors are more likely to foster a culture of OCB, leading to enhanced
organizational effectiveness and performance. This is consistent with the research conducted by Vondey
(2010), which also found a relationship between Servant Leadership and OCB. The variable of Servant
Leadership was identified as an antecedent variable, with a sample of 114 individuals in a study conducted
in the industrial sector in the United States.

Relationship between Job Social Support and Organizational Citizen Behavior (OCB)
The test results show a t-statistics value of 0.1740 with a significance level of 0.862. Based on the
calculation, the significance value of 0.862 is above 0.05. The original sample estimate value is -0.031,
indicating that there is no positive relationship. Based on the test results, it can be concluded that H0 is
accepted, indicating that there is no significant positive influence between job social support and OCB. This
is consistent with a study conducted by Costa et al. (2021) on IT company employees, where the results
show that the Social Support variable does not have a significant influence on OCB.

Relationship between Servant Leadership and Organization-Based Self Esteem (OBSE)

The test results show a t-statistics value of 2.596 with a significance level of 0.010. The original sample
estimate value is 0.406, indicating a positive influence between the two variables. Based on the calculation,
the significance value of 0.010 is smaller than 0.05, so it can be concluded that H0 is rejected, indicating
that servant leadership has a positive and significant effect on OBSE.

Relationship between Job Social Support and Organization-Based Self Esteem (OBSE)
The test results show a t-statistics value of 3.595 with a significance level of 0.000. The original sample
estimate value is 0.409, indicating a positive influence between the two variables. Based on the calculation,
the significance value of 0.000 is smaller than 0.05, so H0 is accepted, with the conclusion that Job Social
Support has a positive and significant effect on OBSE.

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Relationship between Organization-Based Self Esteem (OBSE) and Organizational Citizen Behavior (OCB)
The test results show a t-statistics value of 3.622 with a significance level of 0.000. The original sample
estimate value is 0.630, indicating a positive influence between the two variables. Based on the calculation,
the significance value of 0.000 is smaller than 0.05, so H0 is accepted, with the conclusion that OBSE has a
positive and significant effect on OCB. This is in line with the views of Dyne and Pierce (2004), who argue
that positive employee attitudes such as OBSE, commitment, and other positive attitudes can influence
OCB. Therefore, employees who have high OBSE will become a strength within the organization.

Relationship between Servant Leadership and Job Social Support on Organizational Citizen Behavior
(OCB) through Organization-Based Self Esteem (OBSE)
For the indirect relationship between servant leadership and OCB through OBSE, the test results show a t-
statistics value of 1.805 with a significance level of 0.072. The original sample estimate value is 0.256,
indicating a positive relationship. Based on the calculation, the significance value of 0.072 is greater than
0.05, so H0 is accepted, concluding that OBSE has a positive but insignificant mediating effect on the
relationship between servant leadership and OCB. Conversely, the test results for the indirect relationship
between Job Social Support and OCB show a t-statistics value of 2.404 with a significance level of 0.017.
The original sample estimate value is 0.258, indicating a positive relationship. Based on the calculation, the
significance value of 0.017 is smaller than 0.05, so H0 is rejected, indicating that OBSE has a positive and
significant mediating effect on the relationship between Job Social Support and OCB. The results of the
analysis indicate that OBSE is able to mediate the relationship between job social support and OCB.

V. CONCLUSION
Based on the previous data analysis, it has been proven that Servant Leadership has a positive but
insignificant effect on OCB, but it has a positive and significant effect on OBSE. The Social Support
variable, on the other hand, has a positive and significant effect on OBSE but a negative and insignificant
effect on OCB. However, this research concludes that Servant Leadership and Social Support play a role as
antecedents to OBSE. In organizations with good leadership and social support, OBSE will be enhanced,
which in turn affects OCB, leading to improved organizational performance in achieving shared goals. It is
recommended for future studies to conduct research in sectors other than government, such as the service
industry, finance, and others, to enrich the research topic. Additionally, it is suggested to increase the
population and sample size to generate more comprehensive research conclusions. Furthermore, in future
studies, it would be beneficial to include and incorporate other relevant variables to make the research in
this area more comprehensive.
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