Skip navigation

Why Leaders Stay Instead of Quitting: A Qualitative Exploration of Organizational Citizenship Behavior Amid Crises

Why Leaders Stay Instead of Quitting: A Qualitative Exploration of Organizational Citizenship Behavior Amid Crises

Cherie McKinnon | 2022

Abstract

Bolino, Hsiung, Harvey, and LePine (2014) provided profound conceptual contributions to the existing literature regarding organizational citizenship behavior (OCB) burnout and fatigue. After the study, the researchers noted that further research into other threats to OCB should be conducted to build upon its findings. The current research study explored OCB fatigue among leaders of varying tenure during a pandemic using qualitative research methods. OCB theory (Organ, 1988, 1997), OCB burnout (fatigue), perceived organizational support, culture (individualistic), and faith and faith practices as related to coping and leading consistently in a crisis among leaders were cornerstone concepts of the study. Sources of inquiry were utilized to better understand potential challenges that may cause OCB burnout in extenuating circumstances. In-depth interviews were conducted to attain the lived experiences of six participants who were identified as OCB leaders from various job industries such as education, film, retail, and ministry. Analysis of the data resulted in the emergence of the following themes concerning OCB in crisis: care for others, diligence, resilience, commitment, team, self-motivation, empowerment, and faith. Research reflections, limitations, and recommendations for further research are presented.