Corrections and few write up of a master thesis

The term “small and medium enterprises” is defined different from one nation to the other. Currently there is no fixed definition of SMEs. Various authors, scholars and learning institutions have differing ideas as to variations in ranging from capital out lay, number of workers, sales turnover, fixed capital investment, overall facilities, market share and the rate of development (Desta, 2018). For those SMEs in the manufacturing category, the definition considers the investment in plant and machinery together with the capital invested (Desta, 2018).

This study will concentrate on small and medium enterprises which are characterized with lower revenue than the companies which operates on a larger scale. The SMEs are the main contributors of the Australia Economy, with a contribution of 99% which sums up to a total of about $380 billion in every financial year (Connolly, Norman & West, 2018). Due to this the Australia government is determined to create a conducive environment for the SMEs so as to enable the growth of businesses.

The Australia Bureau of statistics (ABS) on the other side has a diverse definition of SMEs where it classifies the SMEs according to the number of employees an organization employs (Connolly, Norman & West, 2018). A business with a range of 1 to 4 employees is referred as to micro-business, a business with 5 to 19 employees is referred to as a small business while a medium business has 20 employees to 199 employees. The other group is the large business which employs more than 200 employees (Connolly, Norman & West, 2018).

By June 2017, the research shows that 4.8 million people work for the SMEs. As compared from previous year, there was an increase of 1.4%. Since 2013, the number has increased tremendously by 4.3%. The share total of employment among the SME has fallen from 46% in the year 2009 to 44% in 2017. This impact has mainly being caused by stronger enhancement in the number of workers with large and medium organizations. The SMEs also accounted for 34% for of the total Industry Valued Added (IVA) for the similar industries united, 34 % of the income from sales and service and for the total wages and salaries it was 28% (Australia Bureau of Statistics, 2019).

Table 1: Small Business share of key economic aggregates (%) - end of June 2017

Source: (ABS, Australian Industry, cat. No. 8155.0, 2017)

The above table shows that the share of IVA Small businesses of IVA is equal to the share of overall employment in sectors such as fishing, agriculture, mining, forestry and fishing, rental, real estate sector, private sector of public administration and hiring. The SMEs share of general IVA is greatly lower relative to their employment in construction, IT and manufacturing sector, however greater in private sector components in health care and social sector (ABS, 2019).

The SMEs are responsible for 33% in the GDP of the Australia’s GDP and creates job to over 40% of the Australia workforce. The sector also pays about 12% of the total organization tax revenue (Commonwealth of Australia, 2016). According Craig, Schaper & Dibrell (2007), small businesses organizations in Australia are about 1.8. A study by Abdullah et al. (2007) and his colleagues outlines that the SMEs have been very critical in Malaysia economy. The study notes that to sustain globalized business environment, the SMEs have to have high skilled employees and supervisors so as to enhance their productivity (Abdullah et al., 2007).

Previous study has shown that ethical leadership style is very paramount in promoting organizational citizenship behaviors in small micro enterprises (Desta, 2018).This is because ethical leadership style tends to promote supervisors support within the organization which is crucial in shaping the organizational citizenship behavior in any enterprise since the supervisors are the ones who are in direct contact with the employees (Rhoades & Eisenberger, 2002; Madanchian & Taherdoost, 2017), this makes ethical leadership style more suitable in this study likened to other elegances such as; Trustworthy leadership style, Servant management style among other leadership styles. In cases where there is supervisors support, the employees reciprocate through OCB. Since when workers feel as if they have debt to ethical supervisors they tend to repay them with OCB. Thus, this study will emphasize on examining the interrelationship moral ethical leadership in small micro enterprises and organizational citizenship behavior both at general level and at group level. Over the decades, there has been a notice of the contributions of ethical leadership to the success of small, medium and micro enterprises (Fischer, & Reuber, 2000; Harris, Sapienza, & Bowie, 2009; Srinivasan, 2009).

Effective leadership is paramount in enhancement of the set organizational goals and objective since it enhances organizational citizenship behavior (Nahavandi, 2002). A study on Australian leadership found out the following results; leadership is very crucial and matters in enhancing workplace performance, the study of showed that leadership style matters at different levels of the organization, for the proper innovation in an enterprise, proper leadership must be ensured, finally, the study revealed that an investment in leadership is crucial in an organization (Gahan et al., 2016). Past studies also show that moral leadership has a positive impact on OCB shown by the personnel since ethical leaders encourages the employees so as to perform beyond expectations (Azeem, 2013). Currently, the enterprises are very dynamic thus they require an ethical leader who can easily accelerate the organization to the next level (Tuncay & Zeki Yuksekbilgili, 2014; Uchenwamgbe, 2013).

The type of leadership style in an enterprise is very crucial since it influences day to day operations in an organization. A study by Samujh (2011) found that some SMEs suffers because of little leadership skills and operational practices necessary for small enterprises management that ensures the success of the organization. Thus there is demand for SMEs enterprises to embrace ethical leadership approach so as to enhance their future economic wellbeing. In many cases leaders are mainly in a scenario to handle many issues that affects the workers. Leaders can achieve this by communicating what they rate and encouraging the workers to serve in a manner to attain such plunders. In many instances, the employee relies on their supervisors for guidance when encountered with ethical issues or any problem in the organization (Janadari, Sri Ramalu & Wei, 2018). Basically, leaders who are perceived as ethically positive influences productivity of employees work behavior and positively impact the OCBs (Nahavandi, 2002; Janadari Sri Ramalu, & Wei, 2018).

In this study I will conduct an empirical research so as to explore the impact of supervisors on building ethical work practices and employees behavior. Through this study I will be able to fully elaborate of the influence of ethical leadership in OCBs. This study is very important since only a few studies have investigated ethical management and OCB in SMEs. One of the past study on ethical management by Trevino et al. (2003) acknowledged that ethical supervisors were best describe along two related criteria’s which included; ethical person and ethical manager. The proper person perspective entails to the potentials of the principled leaders as an individual. Sturdy moral individual are more trust worthy. They are concerned with other individuals thus the workers can come to them with their issues and get assisted. On the other hand moral managers refer on how the leaders utilize their positions to boost ethical conduct inn their enterprises. Individuals with strong morals see themselves as the role models in the enterprise. Leaders in power should always be both moral person and moral manager, this helps in promoting the organizational ethical behavior in their enterprises, and through this the success of small micro enterprises can prosper (Trevino et al., 2003).

This study will concentrate on small, and medium enterprises which are characterized with lower revenue than the companies which operates on a larger scale (Fischer & Reuber, 2000). The success of the SME is greatly impacted by contribution of the employees (Treviño, 1986). This research will concentrate on the contribution of ethical management and supervisors’ support towards the organizational citizenship among the employees which eventually leads to the success of the SMEs (Holloway, 2013). This sector of the SME is very crucial since it is a source of income for the middle class of citizen and contributes greatly on our economy, thus bringing the need of more research on it. Thus, the study will look on the impact of the ethical management and OCB’s supervisor support in the SMEs (Fischer & Reuber, 2000; Trevino et al., 2003).

Currently, there is greater attention to ethical management and its effects on the workers. This has been mainly impacted by the unethical actions by the leaders which have negatively impacted the organization more so on the micro enterprises. The latest unethical leadership around the globe has led to the need for organizations to operate ethically. Previous studies have shown that ethical leadership in an organization impacts organizational citizen behaviors (Cropanzano & Mitchell, 2005). In the recent past there have been many problems regarding the management style that can impact the OCB. This is because many leaders especially those from the micro enterprises lacked skills which could promote the OCB. Due to this there is still much need for more research on leadership styles and the organization citizenship behavior. A lot of concerns have been raised on the worthiness ethical leadership in a micro enterprise. However, developing the structural part to describe this issue has become a challenge (Banwo & Du, 2018).

Research shows that some supervisors perform unethical behaviors to their subordinate (Duffy, Ganster, & Pagon, 2002). They tend to undermine and abuse their subordinate other than leading them ethically which is not acceptable for the sake of growth of any SME. In this case we will use the term abusive supervisor which refers to the subordinate perception on how their supervisor engages to the unaccepted non-verbal and verbal behaviors on his subordinate (Tepper, 2000). Some of these behaviors includes; using unacceptable names to the employees, using explosive outbursts such as yelling and screaming to the employees in times of disagreements, intimidating the employees with loss of jobs, withholding the required information, aggressiveness in eye contacts, humiliation and ridicule of an employee in front of others and the silent treatment (Zellars, Tepper & Duffy, 2002). These behaviors have a great impact on the OCB among the employees in SMEs (Tepper, 2000). This is because such supervisors tend to demotivate the employees thus they tend to reciprocate to the organization with a negative attitude towards the given enterprise. This negatively impacts the SME from attaining its goals since employees are very crucial in meeting the goals of any organization (Duffy, Ganster & Pagon, 2002).

Developing relationships through difficult and different behaviors of individuals become more challenging in an organization. However, the rights and responsibilities of the employees are granted in accordance with how each of the performance through evaluating their behaviors in the organisations (Cropanzano & Mitchell, 2005).

Dinka Desta (2018) argues that three types of rewards lead to a significant role in the execution of OCB. These rewards include; material rewards, symbolic rewards, and social rewards. Material rewards include the remunerations, welfare benefits, guarantee of status and working environment. Symbolic reward entails diversity, importance, autonomy, fun and challenge of duty and opportunity of growth. The social reward entails members’ cohesion and togetherness, mutual recognition, social recognition and employees’ support (Choi, Heo & Kim, 2015). For the objectives of this paper, the description of contextual behaviors is adopted from the meaning of OCBs. Various recent and past research studies have not covered all there is about the OCBs (Hersey, Blanchard & Johnson, 1996). This study examines OCB in the SMEs and micro enterprises using ethical leadership style and supervisors’ support lenses.

1.3 Rationale and Significance

Organisational citizenship behaviors are valuable to a firm due to its contribution to boosting competitive advantage (Janadari, Sri Ramalu, & Wei, 2018). This study helps to improve competence and effectiveness in the firms by adjusting how ethical leadership affects OCB. Successful firms desire for those employees who will do more than what is allocated for them. The organisations also wish to indicate the best performance and go beyond what the ordinary wants. Therefore, this study helps in addressing general behaviors of leaders that will result in achieving all that the organisations wish. This study helps to strengthen the social connectivity of the management and influence job activeness by identifying how the work task can continually flourish.

The study contributes to the vast knowledge of the researcher in his course study. The researcher was able to gain useful skills that enabled him to be able to come up with fruitful ways of having effective and efficient OCB in this dynamic ecosystem. The researcher was able to analyze different limits existing or hindering the management of individual behaviors in the organisations. These analyses of the results helped the researcher to propose and develop recommendations essential to this topic. To the enterprise based organisations, the proposal of the study may enable them to design individual management policies to improve the smooth running of a firm's activities and perhaps increase productivity. This will lead to improved efficiency and create more opportunities for interested individuals hence boosting the workforce of the organisations (Janadari, Sri Ramalu & Wei, 2018).

Academic institutions benefit from this study as the curriculum will be based on more updated information. This is vital when a need to explore individual behaviors arise (Brown, Trevino & Harrison, 2005). The access to information and knowledge items is based on how easier it is when extracting the content. However, much of the contribution of own action might be to the organisations; the regulatory authorities will need an oversight towards the performance of organisations (Banwo & Du, 2018). The study helps the governing agencies to develop the statutory rules and laws that monitor the individual engagement towards the workplace. The government will also understand the behavioral approaches of individuals hence will get ways to minimize the mistreatment in the workplace. This study is of importance to future researchers since they will borrow and appreciate some literature review from this study.

This research examines the effects of supervisor support and ethical leadership style organizational citizenship behaviors in micro, small and medium enterprises.

1. To investigate the impact of ethical leadership on OCB in micro, small and medium enterprises.

2. To evaluate the impact of supervisor upkeep on OCB in micro, small and medium enterprise.

1. Is there an association between ethical leadership and OCB in micro, small and medium enterprises?

2. Does supervisor support mediate the relationship between ethical leadership and OCB?

The research involves the use of specific peculiar terms. The terms are discussed below:

Organizational Citizenship Behavior - These are whereabouts and responses that are not a requirement or a duty to perform in the workforce by a worker. They are not must do things in the work areas but have beneficial effects in the workforce (Brown, Trevino & Harrison, 2005). It does not involve any supervision or set rules in the organization. An example is when a worker offers to help fellow workers in a task, for example, finishing a particular project.

Altruism - It is an organization citizenship behavior that involves helping each other in the work stations. It is an act of self-sacrifice, without any need of appreciation by any party within the organization. There is minimized supervision in the work since it is a result of one self-involvement without any pressure from any party.

Sportsmanship - It is the choice of an employee or employees to stay in good terms with others even when something wrong is done to them without complains or protests. It is a virtue adopted by workers in their daily activities. It involves the willingness of a worker to forgive easily even when at the greatest frustrations.

Courtesy - It involves the act of being considerate with the others in the workplace and reduced unappealing actions to the coworkers (Janadari, Sri Ramalu & Wei, 2018). The workers provide a tranquil working environment without creating distractions among workers. An example is minimizing noises to avoid disturbances to other workers.

Civic Virtue - It involves the action of a worker representing the organization in a positive manner outside the work station. The workers carry the right message of the organization, making them become good ambassadors outside the company. It includes all activities held in the company to create an excellent resolution of it.

Conscientiousness - It includes the personality traits of a worker being thorough in their duty and ensures excellent performance for the company (Janadari, Sri Ramalu & Wei, 2018). The workers need not supervision or set rules governing them; it is a virtue that comes from the willingness of a person to do something.

Positive OCB - These are actions by the workers that show their willingness to perform their duty well, with minimal supervision giving out quality results in their specific workplaces.

Negative OCB - These are actions by the seniors that demand the workers do other duties other than the primary responsibilities without their willingness. The seniors exploit the workers by forcing them to do work that they are not supposed to do without their desire.

CHAPTER TWO

This chapter presents a hypothetical framework of leadership theories and ethical leadership style, and literature review on organizational citizen behavior and dimensions of organizational citizenship. Moreover, it details the organizational related consequences of OCB, employee related consequences of OCB, conceptual framework and diagrammatic representation depicting the independent variables and dependent variables.

· From the past two more decades’ leadership has always remained the major concern to most of the organizations as well as the field of interest for many scholars. This is partly because the profitability, reputation, performance and overall productivity of any organizations rely on the effective leadership (Al-Malki & Juan, 2018). What makes some people exceptional in leadership roles? The theories of leadership try to explain how and why many people are becoming leaders. Leadership acquires the necessary change to have an impact on learning and advancing the required skills, execution, and makes a stage in an organization for specific growth. There's no common or universal leadership definition and it's a boggling mind because different leadership writing and analysis are unique and there's no definition that's known all around. Some meanings have a standard object of organizing a meeting with a target. Andrew (1998) defines Leadership as a partnership between a person and a team based primarily on a shared hobby and acting according to the leadership's directions. Leadership is the way toward impacting devotees. Leaders assume a significant role in the fulfillment of authoritative objectives by making an atmosphere that would impact follower's different motivational elements, their behaviour and attitudes. Yahaya & Ebrahim (2016) stated that leadership is a method whereby one man influences other to subsidize willfully to the salutation and accomplishment of the goals towards the collective objective. Such concepts and theories concentrate on leadership qualities on a regular basis, yet some fail to differentiate the activities that individuals can obtain in various circumstances to develop their own leadership ability. In other words, these theories recommend that specific people were essentially "born leaders." The early management theories are fundamentally behavioral theory and trait theory. Past studies claimed that supervisors had several unique qualities or attributes that differentiate them from the subordinates, instead of the circumstance the leader was operating in (Neck & Houghton, 2006). Some of the topical leadership models that will be considered in this study includes path-goal, contingency, trait approach, skills approach, situational leadership and positive leadership. The same is discussed below:

This model was firstly introduced by Robert (1971). His study concentrated on studying that fact how leader’s behaviour in terms of being supporting, directing, performance-oriented and participatory behavioral influence on success and motivation subordinates. The supportive leader works responsively to construct a benevolent environment and verbally respects subordinate accomplishment in a remunerating way (Graen et al., 1973; House & Mitchell, 1974). These leaders depict regard to assistants, treat everybody similarly, and care for the prosperity of employees (House, 1971). Indvik (1985) stressed that strong leaders learn by utilizing watching results and how others reply to their choices. The strong style is reasonable when subordinates show an absence of self-assurance in capability to entire an assignment and diminutive inspiration (Negron, 2008). The style of the order is proper for recently procured or unpracticed subordinates in conditions where quick activity is required (Negron, 2008). Through managing what should be done and how to do it, the nature of the order can be translated as fierce, directing, succinct and composed. Research proposes that the style of the mandate is decidedly connected to the desires and fulfillment of subordinates who are utilized to perform equivocal, unstructured undertakings; in any case, it is contrarily connected to the fulfillment and desires for well-organized subordinates who get clear assignments (House, 1971; Schriesheim & Von-Glinow, 1977, 1983). The participatory leaders carries on warning exercises, for example, approaching subordinates for exhortation before settling on a ultimate choice and keeping up official conclusion making authority (House & Mitchell, 1974). The participatory leaders impart duty to subordinates by incorporating them in the periods of arrangement, basic leadership and implementation (Negron, 2008). Laborers who are encouraged are self-guided and construct an inventive group, along these lines making a progressively firm group and possession among members (Hersey, Blanchard & Johnson, 1996). Participatory approach is worthy if assistants have an absence of judgment or have not pursued methodology (Negron, 2008).The accomplishment-oriented leader estamblishes ambitious goals, requires assistants to accomplish at their uppermost level, aims continuous performance enhancement, and demonstrates a high extent of confidence that assistants will assume accountability, strive to achieve thought-provoking goals (House & Mitchell, 1974). Negron (2008) denoted that the accomplishment-oriented approach is ideal for uncertain assignments and attendants who may require a morale promoter to improve their buoyancy in their capacity to achieve the objective.

House and Mitchell (1974) assert that the path-goal model is a model concerned with defining the style of a leader or behavior that suits on overall work environment and employees for achieving the desired goal. The principal aim of this theory is to boost motivation and empower employee through satisfaction so as to increase the predictability of the organization. Northouse (2013) referred path-goal theory as an approach in which leaders plan a set of behaviors best appropriate to the requirements of their employees and the current working surrounding in order to guide them along their path towards achieving their goals. According to Bayan (2018), the viability of authority relies upon the leaders’ behaviour and on the off chance that it makes up for subordinates needs and, in the event, that it adds to subordinate’s fulfillment and performance.

Contingency theory asserts that a leader's effectiveness is conditional upon how his or her management style matches the condition (Drazin & Van de Ven, 1985). This means that a leader should find out the management style and circumstance in which he succeeds in best. According contingency model of Fielder, there is no known best style for management and a leader turns out to be operative when his style of leadership fits in the given circumstance. Fielder insisted that one’s efficiency to lead be contingent on their mechanism of the condition and technique of leadership. This theory asserts there is no specific methodology of driving and each style depends on specific conditions. It shows that a few people are required to play out their best likewise at whatever point circumstance emerges. Contingency theory recommends that no management style is exact as self-governing as the leadership style used is reliant upon the elements such as the excellence, circumstances of the followers or various different factors (Thompson & Glaso, 2015).

As demoted by this theory, there is no solitary right style to lead in light of the datum that the inside and outer rudiments of the environment necessitate the leaders to regulate to that certain situation. In most situations, not only do managers change the circumstances and conditions, but the workers within the company change (Frost, 2016). This theory believed that leaders do express their desired leadership role depending upon the responsiveness behavior of the followers (Thompson & Glaso, 2015). This theory emphasis upon certain situational factors that describes which initiative style is well-organized for a specific condition. This theory gives strong help that authority practicality is needy upon the distinctive situational variables, attributes and practices (Shonhiwa, 2016).

Skills theory of leadership involves identification of which qualities makes a moral leader and how the finest leader conform for a given role can be identified. According to Katz (1955), anyone can develop a leader through the group of skills and development stages in a company. The study outlines that in this theory a leader is selected by his coworkers who fill contented in taking instructions and opinions from him. A forerunner should be an example, accountable, and reliable. Skills leadership theory involves a leader who has developed a set of skills which include; human skills, practical skills, and theoretical skills (Guerrer & Rowe, 2013).

The skill theory points out the necessary characteristics that define a leader for a given position or task. Any person can become a leader through experience and needed requirements for a particular job (Blomme, Kodden & Beasley-Suffolk, 2015). Leaders need specific skills that they may not possess initially; these skills can be either developed or learned through experiences. The theory shows that workers are the ones who choose a particular person to become their leader with their own will. Leadership is not a faculty to force in an organization; workers want their best leaders to oversee over them. Many people have potential leadership skills that enhancement through training and experience in a particular sector (Martin, 2018). The theory shows that leaders should be well qualified for their tasks and have a good relationship with their juniors. They should portray leadership skills such as reliability for any concerns in the organization.

Trait theory is also referred as leadership characteristics theory. Leadership characteristic theory is considered the first modern leadership theory. The leadership trait model is based on many characteristics of successful as well as ineffective leaders. Trail students tried to identify physical, cultural, temperament, academic, task-related and social attributes with the emergence and effectiveness of leaders (Hughes, 2005). This theory focuses on characteristics that are related through a variety of situations to effective leadership. This theory also distinguishes between the leaders and the followers. Scholars strive to believe that it is almost entirely on innate traits. The theory of traits undertakes that individuals inherit those attributes or characteristics that mark them more fit for management (Neck & Houghton, 2006). This theory often identifies specific behavioral characteristics shared by leaders and overlooks the fact that qualities of leadership are adopted or genetic (Frost 2016).

The trait theory enlightens that individuals have specific potentials/characteristics that spur them to upsurge and accept the job of administration. Evidently, these characteristic dimensions like scholarly capability and character are fundamental parameters behind the effectiveness of leader (Grint, 2011). If any significant traits are essential characteristics of leaders and management, there may rise a question that how do we describe people who own such qualities but are not leaders (Miska, Hilbe & Mayer 2014)? Discrepancies in the association between management traits and leadership efficiency eventually made researchers to explore further study on effective leadership. Investigators have researched the characteristics of the military and civilian representatives to assess the importance of certain characteristics at certain times (Blomme, Kodden & Beasley-Suffolk, 2015). The trait theories incorporate certain traits and behavioral attributes that are common among the leaders for much of the time. Finally, in terms of the initiative's qualities, the trait theory examples restricted by saying, why an individual with similar characteristics cannot hold the leader's status.

Situational management theory suggests that there exist no finest leadership style. It claims that the best approach to use relies on the situation (Blanchard & Hersey, 2008). According to the theory of situational leadership, in order for a larger to be effective, he / she must be gifted to acclimatize his / her style to the circumstance and examine factors, for instance, the kind of task, group nature and the factors affecting the work performance. This theory was propounded by Hersey and Blanchard and is thus also reffered as Hersey-Blanchard model. Since time immemorial, leadership is placed as one of the main contributors to organizational success. Research has found out that management is an essential for every deed in an institution. According to Hersey and Blanchard, proper leadership impacts fellow employees in a positive manner and motivates them to work hard to achieve the institution's goals (Blanchard & Hersey, 2008). The workers are guided by proper leadership thus leading to the attainment of the organization goals.

Situational leadership theory emerged as a reaction to trait-based leadership. Back in the days, the research found that time is the most contributors to producing a front-runner. Psychologists tried to prove that there is no leader who is similar to the other and that there is no ideal contour of a leader that exists. In leadership, every situation that arises should be handled differently since it has its own features (Milternberger, 2004). In situational leadership theory, both the directive and the supportive dimensions are brought together and applied in the proper manner in accordance with the arising situation. This theory requires the leaders to carry out some assessments to their employees through an evaluation of their promise to achieve a given tasks. Situational management style dictates that the frontrunners should adjust the degree of their defectiveness’ and supportiveness in regard to the employee's situations and their level of motivation. It requires the leaders to vary their behaviors and style in accordance with the commitment of the employee. The study shows that the triumph of the situational management style depends on the main three constituents’ mixture which includes; task performance, commitment of workers commitment, and relative behavior. Farmer argues that this kind of approach brings openness between the employees and the leaders thus maintaining independency and commitment among the employees (Farmer, 2005).

The majority of the researchers on the topic of leadership in the early days argued that the findings of the traits and behavioral methods of leadership were not sufficient. The limitations with the earlier theories are that they are universal methods and they search for the search for a magic key to leadership that is lacking situational context, follower conduct, and personality. James Owens notes that it took more than 50 years of a thorough study to discover that leadership is a universal set of either features or behavior non-existent. He argues that at that moment the situational factor had to be faced directly (Owens, 1995). Owens suggests that leadership effectiveness depends on the prevailing internal and external factors. He refers to these conditions as the situational variables. Researchers have been working toward establishing the factors which exist in each situation that influences leaders. In the research done by Fiedler, he examines the interrelationship among leaders and employees' behaviors and several situations that they find themselves in. Fiedler develops the 1st situational model. In his model, he uses the situation as the main factor. Fiddler's model tries to complement the deficient in the trait and behavior theory. The theory suggests that individuals turn into leaders not only because of their characteristics and personalities because of the situations in which they find themselves and how they interact with those situations (Fiedler, 1967).

Fiedler comes up with the contingency model so as to test a hypothesis he had developed in his previous study. Through his model, he classifies situations into categories of; high control, moderate control, and flow control. To group the situations, three dimensions were looked at which comprised; leader-member dealings, position power, and responsibility structure. From the theory band example of a favorable situation in leadership is where the leader and the employee’s relationship are good. In this situation, the duties are well highlighted and the leader easily influences the employees. Fiedler describes such a situation as a high control situation. On the other side, we have the unfavorable situation; this is a scenario where the leader powers are weak. In this situation, the duties are not structured and the leader has a poor relationship with fellow employees (Fieldler, 1967). According to Drubin (1998), situational leadership enables the leaders to assess the situation so as to gain control over it. He gives an example that if the unfavorable situation exists; the leader is granted more power associated with his position so as to boost the task structure. He argues that when a leader is motivated by the relationship, and he finds that the situation which he is in super favorable to for exertion of control, it is not likely that the leader will be moved to the unfavorable situation or make an attempt to turn the situation less favorable. Another study by House found that employees in routine work were angry with the task oriented-leaders. He found that task-oriented leaders had unnecessary and excess orders for the employees who would carry out their routine work in their sleep and show high production and satisfying work to the workers-oriented leader (House, 1971).

Positive leadership entails experiencing, demonstrating, and decisively improving positive sensations. A optimistic leader is concerned in his or her employee's progress and the bottommost line. He has high-level self-awareness, hopefulness, and personal truthfulness (Blanch et al., 2016). The investigation of organizational behavior has advanced over time leading to the emergence of positive organizational behavior; this is the continuation of principles of optimistic psychology adopted in administrative behavior (Quick et al., 2010). In constructive leadership, a leader acknowledges a desire for modification and creates a mission to direct the modification all through. This technique of leadership is grounded on the use of positive social standards rising from controls, for example, positive psychology and positive authoritative psychology (Cameron & Plews, 2012). Positive leadership has three fundamental segments: (1) it puts the emphasis on individuals' qualities and capacities that reiterate their human capacity, (2) it underscores outcome and encourages better than expected individual and performance of organization and (3) its arena of activity is focused on the segments that can be viewed as basic excellences of the human situation. The idea of optimistic leadership depends on the presence of a range, where any leaders can be arranged. Leaders having affirmative trait are those whose practices display a direction concerning the positive exciting orientation (Wooten & Cameron, 2010). This theory can be classified as discussed below:

This theory was developed by Burns (1978) after the qualitative evaluation of political leaders and the current forms of positive leadership. The transformational leadership style involves inspiring employees to achieve remarkable results. This type of leadership has been had been defined as one which established a visualization for the forthcoming among individuals of the organization and stimulates the attainment of the goals of an organization (Yammarino & Bass, 1990). This style requires the leaders to be capable of motivating and guiding the employees so as to guide their behaviors thus leading to the realization of their goals (Bass, 1985). According to Bass transformational supervisors motivate and inspire their followers to beat their own egotisms and direct themselves to a greater level of motivation associated to the welfares of the team, company or larger society. All renovating leaders converse a clear vision of the imminent state of their groups (Bass, 1985). These leaders have the potential to move their establishments in a course that changed the norms and values of the organization. They (leaders) build trust in their institutions by being a reliable and trustworthy presence in the center of indecision as well as focus strengths over faintness replicating a feeling of sureness and high prospects in their organizations. Bass has highlighted the following four dimension of transformational leadership style and is discussed in the following paragraphs.

· Inspirational Motivation- This refers to leaders’ ability to influence their followers. Leader must articulate a clear vision, demonstrate commitment to the goals set and communicate expectations of the group (Wei & Yang, 2018). This part of transformational leadership requires brilliant relational abilities as the leader must pass on his messages with exactness, control and a feeling of power (Bass, 1985 & Yaghi, 2017). Other significant practices of the leader incorporate his proceeded with good faith, excitement and capacity to call attention to the positive.

· Idealised Influence- Transformational front-runners act as a heroine model and shows charismatic character in order to influence and motivate others to become leaders (Bass, 1985 & Al-Malki & Juan, 2018). These leaders provide clear vision, arouses emotion and share risks and successes with followers.

· Intellectual Stimulation and Creativity- Transformational leaders assist his/her employees/followers by engaging them in the process of making decision (Bass, 1985). Besides, this kind of leaders also stimulates the efforts and innovativeness of his followers that helps in identifying solutions (Yaghi, 2017). These leaders challenge the assumption and gather ideas and solutions from followers without criticizing their thoughts (Maamari & Majdalani, 2017).

· Individualised Consideration- Every people have different needs and desires. Some are influenced by extrinsic motivational rewards while some are influenced by intrinsic motivational rewards. Transformational leaders should keep an eye and recognise these needs through observation (Yaghi, 2017). These leaders should make one on one conversation with each individual and identify their needs that will help their followers/team members to develop and become satisfied in their situations (Bass, 1985).

There is enough experiential evidence that behaviors associated with transformational governance have a huge optimistic impact on group and individuals behaviors, for instance, worker commitment, enthusiasm, and efficiency at the workplace (Yammarino & Bass, 1990). Transformational leaders tend to be more fixated on the need and advancement of their followers (Yahaya & Ebrahim, 2016). These leaders are also alarmed with intrinsic motivation, development and values of employees. This leadership style is a procedure of transforming employees through various motivational techniques, building trust and commitment and always empowering their employees/followers to achieve the ultimate goal (Al-Malki & Juan, 2018). Unlike other leadership styles, this management has a great level of communication between employees and leaders. Khalili (2017) contrasts that, transformational management is a practice that varies and changes people to perform beyond expectation.

Leaders may as well apply the authentic leadership style. This style involves building a leadership legacy by creating an honest relationship with his employees. Through this, the leader values their input and cements a good ethical relationship in the organization (Brown, Trevino & Harrison, 2005). This style was proposed by the ancient theorists who brought the significance of understanding and being factual to individualism. The research proposes that the reliable capacity of a leader should be applied as the measure of the quality of a leader (Tibbs et.al., 2016). Bill George (2010) outlines the five components of dependable leadership which compose of; passion, relationships, values, self-discipline, and heart. According to him, trustworthy leaders should possess the following features; leaders have to understand their purpose, apply solid values, come up with connected relationships, have self-discipline and lead others from their hearts. Leaders should as well learn from fellow employees and other peoples so as to better their values and characters. The outstanding features of the authentic leadership are that a leader can be fascinating and unauthentic or genuine but not fascinating (Grint, 2011). The most significant part of their style is the level of Authenticity in leaders (George, 2010).

Servant leadership approach is also another kind of leadership applied by leaders. In this style, the main aim of the leader is to serve (Grint, 2011). To achieve this, the leader shares the powers and puts the needs of the employees at first. He assists the employees to perform as high as possible (Spears, 2004). After the death of Greenleaf's in 1990, Spears came up with characteristics of servant leaders which goes hand in hand with each other. The first characteristic he highlighted is listening, he outlines that listening establishes a good relationship with each other at the workplace. He also notes that servant leaders should possess empathy. Through this, a leader can connect with his savant and understand their community (Spears, 2004).

Leaders achieve this through the recognition that human hearts are fragile thus he should act as a form of transformation to them. Miska, Hilbe & Mayer, (2014) argues that leaders should always embrace awareness. A leader should asses the climate of his organization especially the moral and ethical issues with the employees so as to solve the issues of self-interest among his employees. Servant leaders should as well be persuasive. Before a leader enacts a change, he should begin with a group concession first (Yahaya & Ebrahim, 2016). Foresight is also a very significant distinctive of a leader, servant leaders should learn from past mistakes. The leaders should be as well be steward, he should be responsible for every outcome of the organization. Additionally, a servant leader should be always be committed to the growth of his employees as well as building the community (Spears, 2004).

Finally, the stewardship leadership style is also applied in leadership. This style involves vigilant and accountable management of the organization commended to the leader (Yahaya & Ebrahim, 2016). According to the past study, steward leaders should possess the following three characteristics. A steward leader should lead with impact. The leader should involve their followers, heed to their notion and foster them to thrive, they should as well earn the right to lead other than depending on the ranks in the organizations (Tibbs et al., 2016). They should as well communicate properly so as to maintain alignment, commitment, and engagement in the organization.

A steward leader should as well safeguard the future of the organization (Neck & Houghton, 2006). The leaders should protect the stakeholder’s interests and be accountable for every outcome in the organization. In this process, a steward leader should enhance a good culture in the organization and put prove measures in place so as to encounter the future risks (James Owens, 1995). A steward leader should have the capacity to combine the short term goals of the institution with the long term goals of the society. He should manage the available resources with the heart of the success of the organization (Hughes, 2005; Tibbs et al., 2016). According to Taft et al. (2017) a steward leader should as well have a drive towards the greater social good of all the organization fraternity. They should work together toward enhancing social goods to the members. Steward leadership aims at affecting a change that that benefits and impacts others in the universe. Stewards should have a great moral driving force and urge of making responsible decisions. They should be conscious and strive to achieve their goals (Taft et al., 2012).

Ethical leadership is among the leadership approaches which have been utilized over a long period. In this style, a leader shows a conduit for the mutual good which is adequate and applicable in their facets of life (Hughes, 2005). According to De Hoogh and Den Hartog there are three magnitudes of ethical management which are fairness, power allotment and responsibility specification. Equality is considered as an essential type of ethical leadership behavior. Ethical leaders are expected to handle others in a fair way. They are as well expected to come up with decisions that are fair and honest. Power sharing is also considered an ethical leader character. Ethical leaders allow their subordinates to offer their ideas while making decisions. By doing so the subordinates become more independent thus they do not rely on their managers (Eisenbesis, 2012). Lastly ethical leaders should be transparent and have open talks. Through this they have the ability to, simplify roles, prospects and performance objectives (De Hoogh & Den Hartog, 2008; Kalshoven, Den Hartog & De Hoogh, 2011).

According to Demirtas and Akdogan (2011) OCB has a great impact on sentimental commitment and turnover target directly and circuitously by influencing ethical climate. Leaders are essential factors that determine the organization’s success and unethical character (Demirtas & Akdogan, 2011). Dark and Rix argue that the leaders being the role models in their firms, they attain moral power that that has virtuous impact on subordinates (Dark & Rix, 2015). Additionally, the effects of OCB advances through the work environment and the strategy of social septicity so as to model the moral climate, which results to subordinates being more committed in their firm and minimal turnover intentions (Wang, Feng & Lawton 2015).

Ethical leadership theory shows the general qualities of a leader that brings a positive picture of him. Ethics in society are the correct manners exercised by a person (Martin, 2018). As a leader, one ought to have influential leadership trends that bring him as a role perfect. The behaviors of a leader should be generally accepted in society without any fault, according to this theory. A perfect leader should lead by example in all aspects of his life (Gronlund et al, 2019). Leaders are the mirrors in society; many people, especially the young, look up to them and admire them hence the need to conduct themselves in the right manners. Their behaviors should not be questionable, and he should be a symbol of unity and peace among people in society (Blomme, Kodden & Beasley-Suffolk, 2015). The model shows the importance of leaders involving people in an organization in every decision making and activities in the organization. Leaders should be accountable for every result in an organization and the welfare of the employees.

Small micro enterprises (SMEs) display a more cohesive viewpoint on integrities and business repetition. Thus, in this research I decided to apply the leadership approach so as to research on how it impacts in SMEs. Through this study bigger organizations can learn ideas from their small complements concerning the interrelationships among various ethical dimensions of the organizational life. For instance, in the large organizations CSR and ethics administration mostly operates as different functions (Murillo & Lozano, 2006). This allows a very little space for communication on how the organization’s obligation to value should be obviously be depicted internally and outwardly. In this cases ethics management, good governance and corruption are not well exploited as in the case of ethical leadership. Thus it will be worthwhile to study how ethical leadership is conducted in SMEs so as to enhance OCB and eventually maximizing their income (Fischer & Reuber, 2000).

Currently, a lot of academic research on organizational citizenship behavior has been carried out. Several studies have described the conduct of organizational citizenship as something that cannot be influenced and typically not formally recognized in an organization formed, resulting in it being neither rewarded nor appreciated. Past studies show that OCB involves difficult concepts to quantify such as helpfulness and friendliness (Newman, Schwarz & Sendjaya, 2017; Vipraprastha, Sudja & Yuesti, 2018). Most of the researchers have come into agreement that OCB positively impacts the organization at different levels thus leading to effectiveness in the organization. According to the study Newman, Schwarz & Sendjaya (2017), OCB increases organizational effectiveness from 20% to 40% across a range of quantity of measurements. Over time, many authors have defined the OCB concept differently. This study further explains the OCB concept as ungoverned actions affecting the company as a whole or individual worker and pushing beyond expected benefits and responsibilities assigned to the organization's representative. OCB is a behavior that moves past main job requirements and also has a larger extent of benefit to the whole organization (Yang et al., 2018). From reviewing most of the research work on OCB, they all insist on three main points. First, they outline that in OCB, the behavior of an employee is voluntary, since the behavior is not a part of the duty assigned to the employee by the organization. Secondly, they stress that employee behavior, in this case, is beneficial to the organization viewed from the organization's perspective (Newman, Schwarz & Sendjaya, 2017). This implies that the behaviors do not happen promptly and are purposely aimed at positively impacting the organization in one way or the other. Finally, the literature indicates that the OCB is multidimensional, meaning the definition of the OCB is not constant, so it takes different forms depending on the organization and the activities conducted in that particular organization. There is no suggested OCB rule to extend to any company worldwide due to the above factors.

Dennis organ is credited as the father of OCB in the 1970s. Nevertheless, past literature shows that the idea of organisational citizenship behavior was brought by Katz who did a study in 1964. Katz brought the ideas of the significance of types of spontaneous and discretionary behaviors that move past what an employee is mandated for in a workplace. He mainly dealt with behaviors that improve organisational effectiveness (Yang et al., 2018). The term organisational citizenship behavior arose from research by Yang et al. (2017). Afterward, the organ did more research on this concept and gave the current definition of OCB. In his study, he outlines that in OCB, the behaviors are not formally recognized in any workplace since they do not exist in employees' work descriptions (Yang et al., 2018). He insisted that OCB greatly contributes to organizational effectiveness. Based on the study of Taamneh, Alsaad & Elrehail (2018), there is a association between organizational citizenship behavior and organizational performance. Besides, the research shows that satisfied employees portray high performance compared to unsatisfied workers. Several types of performance, mainly those related to OCB are greatly impacted by job satisfaction (Taamneh, Alsaad & Elrehail, 2018). To expound on this concept, they narrate an event concerning employees who cooperate with their colleagues and their seniors, who are ready to sacrifice and compromise themselves to benefit the organization. According to Vipraprastha, Sudja & Yuesti (2018) there is a three-fold approach to the impacts of workers' performance. First, employees who embrace OCB have a mutual relationship with the seniors since they are likely recognized at the place of work. Secondly, mainly good performance mainly leads to rewarding. Finally, since the employees who embrace OCB are highly recognized by the organization and are rewarded, the probability of them losing their jobs when the organization downsizes is very low.

A study by Kusumadewi, Sudja & Sujana (2018), give an example where it compares an organization as a small city, in this case, he depicts mayor as the owner of the given organization, and several other departments within the given city. He compares the employees as the citizens of the city, who will have an interest in living in a prosperous, clean and comfortable city. This example clearly explains the concept of organisational citizenship behavior where the workers extend their actions beyond what they are mandated to do to ensure that the organization prospers. Kusumadewi, Sudja & Sujana (2018), outline some of the organisational citizenship behaviors includes; assisting fellow employees at work, representing the organization well i.e., informing others on how the organization they work for can assist them. He also clarifies that working for the future is an example of OCB. He explains that the employees should stop just focusing on what they currently get and start focusing on the future. They should have long term goals in the organization which they work in (Kusumadewi, Sudja & Sujana, 2018).

According to the past studies, there are 5 diverse dimensions of OCBs which include; civic virtual, sportsmanship, courtesy and conscientiousness (Heilman & Chen, 2005; Podsakoff, MacKenzie & Bommer, 1996; Lai, Lam & Lam, 2013; Kim & Gatling, 2019). The same is briefly explained in the under paragraph.

Altruism : Yang et al. (2018) refer to altruism as the willingness to help others expecting no reward from one's actions. The study explains that altruism at the workplace leads to effectiveness in work performance and positively impacts the organization's performance. Altruism also boosts the interrelationship among the employees. Heilman & Chen (2005) define altruism as the desire to help others expecting no reward or any compensation on the given help. In a business setting, this would probably take the shape of a worker deciding on to assist a co-worker end a project or a set of tasks even even though the work does no longer necessarily relate to what they need to get performed in their regular workday. Recent research shows that altruism in the workplace boosts the productivity of an organization, through cultivating good relationships at workplaces thus reducing stress on the employees (Podsakoff, MacKenzie & Bommer, 1996).

Courtesy : Courtesy refers to politely associating with other individuals at the place of work. It involves a positive healthy interaction among the employees at the workplace (Yang et al., 2018). This is very crucial since it eliminates stress among the workers. This is when we work with a employee who is considerate and polite. This might look like a worker monitoring their noise levels if they need to speak to their customers on the phone about a disturbing personal issue that might impact their results (Lai, Lam & Lam, 2013). Seth and Haybatollahi (2015) address that courtesy reduces the stress in employees and also boosts social interactions among the employees thus making the working environment a conducive space to work in. Sportsmanship : Sportsmanship encourages the employees not to show negative behaviors when things go opposite of what was expected (Seth & Haybatollahi, 2015). When an employee is frustrated and annoyed, he should always remain calm at the place of work. As per instance when an employee's proposal is rejected by the management, he should remain calm other than getting furious and gossiping on the organization with colleagues (Kim & Gatling, 2019). According to the study by Podsakoff et al. (2009), employees who exhibit sportsmanship do not start acting negatively when things do not go as planned, they stay calm even when they are frustrated and annoyed (Kim & Gatling, 2019). This idea ensures that an individual decides to stay in good spirits even when something doesn't go their way, or when something causes a large amount of frustration. This could be exemplified in a regular business environment by an employee who refrains from moaning or gossiping about a project proposal that has been rejected (Heilman & Chen, 2005).

Conscientiousness : The other form of OCB is conscientiousness. According to Janadari and his associates (2018) this virtue requires the employees to portray a high level of discipline and a lot of self-control. In every situation, the employee should be conscientious. At the point when representatives go well beyond, the nature of conscientiousness is likely at work (Lai, Lam & Lam, 2013). This study implies that employees should exhibit a great extent of self-control and a great level of discipline when they encounter a difficult situation. Starting early to complete a project, working to ensure that team targets are met for the quarter, developing a new approach to a process even if this role is not specified in their job description are all ways that employees can highlight this function (Podsakoff, MacKenzie & Bommer, 1996).

Civic Virtue : Finally, the other dimension of OCB is civic virtue. This requires the employees to always speak positively on the organization which they work in, their colleagues as well as the family members. The employees should also take part in organization activities (Janadari, Ramalu, Wei, 2018). Organ suggests in his study that employees should always exhibit civic virtue in their doings. He defines this virtual as the manner in which the employee represents the organization he is associated with (Organ, 1988). This could happen inside or outside the company. It fosters a sense of community and strong interpersonal ties among employees (Heilman & Chen, 2005). Employees can participate in this form of OCB by talking positively about the organization to the outside, engaging in the company's charitable programs and planning to attend corporate social events.

Past and contemporary OCB history studies have addressed factors that motivate organizational participation in OCB. As a consequence, OCB's antecedents can be loosely grouped into the following categories:

Employees personality entails the employees’ behaviors, feelings and perspective of thinking, it as well involves ones attitude toward the organization. According to the study by Kim & Gatling (2019), consciousness, extra-version, neuroticism, and agreeableness impacts the OCB positively while openness to experience indicates the contrary impact. The personality of the employees is a great predictor of the workers' OCB once controlled by basic control variables such as organisational justice and work locus of control. A study was also piloted, to seek the interrelationship between the personality of the employees and the three types of organisational citizenship behaviors. The study showed that open workers who are open to experience are involved more with OCB compared to those less open to the experience. Conscious workers are more careful compared to the introverts who are less involved with organisational citizenship behavior. (Kim & Gatling, 2019).

Additionally, the research shows that the personality of creative individuals is more complex than others. Employee’s personality leads to the rise of new ideas from the thoughts which arise, this assists in enhancing the creativity and performance of the workers. The personality of an individual greatly impacts his achievements (Dinka, 2018). Additionally, personality has significant to one's success in his career. In general, the studies suggest that an individual personality plays a bigger role in determining one's success, performance, and positive behaviors. Good personalities include; love in working as a team, innovativeness, openness, and persistence in work (Anglim, 2018).

Additionally, job consummation has a great effect on OCB. Past study displays that the OCB has a positive effect on procedural justice and distributive justice, nevertheless, job consummation and organisational obligation has no effect on organisational citizenship behavior (Junaidah, Hashim, & Siti, 2018). Job satisfaction variables and indicators show that employees are satisfied with opportunities, guide and freedom granted to them by the organization (Ilies et al., 2018). Job satisfaction is a crucial incentive that makes individuals show behavior on organisational citizenship behavior. Stratified employees mainly interpret tasks as so important thus they take it very seriously. In conclusion, work satisfaction impacts organisational citizenship behavior thus it can be greatly be impacted through these means so as to boost the efficiency in the organization (Ocampo, Aldelaine & Sia, 2018).

Job satisfaction is the level at which the personnel feels self-motivated, contented and satisfied by his/her job in an organization. The study by Fathiizadeh, Zare & Bahmani, (2018), is emphasized on the qualifications of OCB such as the impact of job satisfaction, organisational commitment, and perception of fairness found out that distributive justice and technical justice have a positive effect on OCB. Nevertheless, he found that job gratification and organisational obligation has no effect on OCB. Further, the study revealed that there was a good association between organisational citizenship and motivation and commitment and negative job satisfaction. According to the study by Banwo & Du (2018), Kumar and Pratap (2019) and Ilies et al. (2018) employee satisfaction has a major impact on the behavior of organizational citizenship. The studies show that the productivity of the employees can be boosted through boosting job satisfaction. In general, the research has shown that job satisfaction is directly proportional to the employee's performance.

Organisational commitment is defined as view of an organizations member’s psychology toward his/her attachment to the organizations that he/she is working for. According to the study by various researchers, organisational commitment which involves emotional commitment, regular commitment and commitment endurance have an impact on organisational citizenship behavior (Ocampo, Aldelaine, & Sia, 2018; Junaidah, Hashim & Siti, 2018). The research shows that organisational commitment has a great impact on compliance and altruism and compliance. organisational commitment has a huge impact on organisational citizenship behavior in comparison to citizenship behavior. According to the study, affective commitment has a positive impact on organisational citizenship behavior while continuance commitment has no impact on OCB. The relationship between OCB and performance is regulated by the commitment of the organization.

Perceived organisational support is the employee’s perception regarding the extent to which their organization appreciates their efforts strive to ensure they have better working conditions. Perceived organisational supports have a great impact on organisational citizenship behavior. Organisational support such as fairness, support and rewarding the hardworking employees helps in boosting organisational citizenship behavior (Adeleke & Jianguo Du, 2018; Rhoades, Eisenberger & Armeli, 2001). Perceptions of a workplace and support greatly impact the work characteristics and the OCB. Additionally, the power distance culture is positively and directly interlinked to the OCB. Studies show that organizations that support the employees greatly induce the extra-role behaviors in the organizations (Ocampo, Aldelaine & Sia, 2018). The managers in the organizations should be fair, just, and appreciate the efforts of the employees. Perceived organisational support at the place of work helps in boosting the organisational citizenship behaviors (Junaidah, Hashim & Siti, 2018). From the above studies. It can be concluded that organisational support is of great importance in boosting organisational citizenship behavior.

In many cases employers’ values employee’s dedication and loyalty. Workers who are firmly committed to the organization portrays high performance in their work, minimal absenteeism, and a lessened likelihood of leaving their jobs (Sweet, Witt & Shoss, 2015). In many instances, employees are mainly concerned with the organizational commitment in them. The value attached to the employees by the organizations leads to many benefits such as approval and respect, pay and promotion, and access to information necessary for one to perform his duties. The idea of reciprocity gives the employer and the employees to reconcile in their issues (Eisenberger et al., 1986).

The organizational support theory suggest that perceived organizational support is encouraged through employees assigning organizational human king characteristics. Past studies shows that actions taken by the supervisors of the given enterprise are considered as the indications of the enterprise’s intent other than associated agent’s personal motives (Liden, Wayne & Meuser, 2015). It further clarifies that the personification of the enterprises is led by the enterprise legal, moral and financial bandage for the actions of the supervisors. The favors and unfavorable treatments accorded to the employees are used by them to judge the enterprise (Liden, Wayne & Meuser, 2015).

Social exchange scholars argues that the resources which are gotten from others are attached more value if they are attributed on discretionary choice rather than circumstances beyond the giver’s control. In such cases it is considered that the donor highly values the receiver. Thus in an enterprise it is essential to pay employees well, give them incentives, promote them and generally come up with policies that favors them (DeConinck, Moss & DeConinck, 2018). Organizational support theory also elaborates on the psychological process issues concerned with the perceived organizational support. The theory highlights that organizational support impacts a sense of feeling to employees that they feel they are part of the organization thus making them strive to help the organization achieve its objectives. Additionally, organizational support fulfills the social emotions of the employees making the employees to incorporate enterprise membership and role status in their social identity. In addition, perceived organizational support should as well tighten the workers beliefs that the enterprise recognizes and reward high performance within the organization (DeConinck, Moss & DeConinck, 2018). According to Kotike & Sharafinsi (1988), perceived organizational commitment leads to increase in organization citizenship behaviour. Organizational support is directly impacted by the supervisors’ support. This is because in an organization the employees are under their leaders thus the leaders are the ones who values their employees and cares all about the well-being of their employees (Kotike & Sharafinsi, 1988).

A supervisor in an organization is someone who is responsible for the productivity of a given section of the organization. He/she leads a group of workers in an organization. Supevisors are very crucial in an enterprise and have a very crucial duty of monitoring and training the employees. They are also act as a bridge between the senior management and the employees (Lu & Lin, 2014). Generally, the supervisors solve the issues in the organization, and removing any obstacle that would lead to poor performance in the organization. Azman (2009) argues that supervisors have a responsibility of boosting the quality of the employees in an organization.

Supervisors have a duty to support the employees so as to boost organizational citizenship behaviour in an enterprise. They should strive to clear all the obstacles at the work station and also provide timely report to the management (Ismail et al., 2010). In an organization context, supervisor support refers to the extent at which the supervisor values the workers and cares on their well-being. In such cases, the employees tend to be aware that their supervisors is responsible for evaluating their performance and thus see supervisor as an indication of organizational support (Ismail et al., 2010). Over time supervisor support has shown positive contributions in the organizations. According to the study by Rhoades & Eisenberger (2002) supervisors support leads to; improved job satisfaction, organizational commitment, good working relationship at the working place. Employees also tend to be willing for more responsibilities in the organization. Additionally, the research has also shown that supervisors support leads to organizational support which in turn leads to reduction of job tension among the employees and work-family conflict (Rhoades & Eisenberger, 2002). Turnover in the enterprise is also boosted by supervisor support. Workers who are under high level of supervisor support are undergoes through less job stress, roles conflicts, and roles ambiguity (Galletta et al., 2011).

Eisenberger et al. (2002) did a research on the connection between supervisor support and the employees’ turnover in the organization regulated by the perceived organizational support. The findings of the research were that both supervisor support and organizational support have a very crucial role on the employees’ turnover. The study portrayed that supervisors support promotes positive turnover, this is because the employees tend to be more committed with the organization, thus improving the productivity of the given enterprise. This study also found out that co-worker support is also very crucial in an organization. Additionally, the study found out that it is very important for one to engage and motivate the employees as a supervisor and encourage them to innovate in their duties (Eisenberger et al., 2002; Kottke & Sharafinski, 1988).

Past studies show that there is need for supervisory justice and trust in an organization. Supervisors in an organization should strive that there is enough supervisory justice among all employees in the organization (Rhoades & Eisenberger, 2002). The supervisor can ensure that there is enough supervisory justice through making sure that there is adequate explanation on everything that is happening in the organization. Additionally, studies show that trust in a supervisor is shown through fairness in leadership activities shown by the leader (Chiniara & Bentein, 2016; Liden et al., 2014).

Rhoades, Eisenberger & Armeli (2001) in their study about “Affective commitment of the organization: The contribution of perceived organization support” investigated the interrelationships amid work experiences, affection commitment, employee turnover and perceived organizational support. The findings of the study evidenced a negative relationship association between perceived organization support and successive voluntary employee turnover that was arbitrated by affective commitment in retail employees (Rhoades, Eisenberger & Armeli, 2001). From the results, it was found that a favorable work situation operate through perceived organizational support to enhance affective commitment. Beneficial treatment conventional from the supervisor should enhance perceived organization support to the level that such treatment is attributed to general outcome, policies and procedures of an organization. In other studies, the procedural justice, supervisor support and organizational rewards have been founded to be related with affective commitment and perceived organizational support. The organization support theory states that POC enhanced AC partly through creation of obligation to care concerning the welfare of organizations (Rhoades, Eisenberger & Armeli, 2001). This reciprocity norm fosters employees to in an organization to reciprocate the concern of the organization with their well –being. Conforming to this responsibility aids in maintaining the self-image of those who repay their debts, do away with stigma related with reciprocity violation of norm and motivates future favorable treatment within the organization. The view that organizations value and care about employee’s contributions and their well-being evidently requires affiliation, approval, esteem and emotional support. Such satisfying experience may lead employees to acknowledge the well-being of the organization and feel bound emotionally by the organization (Rhoades, Eisenberger & Armeli, 2001).

A task is a sequence of actions that a person takes to reach some goals. Past research has also shown that task characteristics have a great impact on organisational citizenship behavior. Some of the tsk characteristics identified in the studies include; feedback, re-utilization, and intrinsic satisfaction (Adeleke & Jianguo Du, 2018). From the research, these characteristics are highly related to altruism, courtesy, conscientiousness, sportsmanship, and civic virtue (Ilies et al., 2018). Positive feedback is highly positively related to intrinsic satisfaction and OCB. Task reutilization negatively impacts the OCB. Despite the fact that work characteristics have been shown to have a significant impact on OCB, there is a lot of discussion about whether it is a direct effect or a relationship brought about by job satisfaction (Ocampo, Aldelaine & Sia, 2018).

Leadership behaviors entail the characteristics which a leader shows in an organization. According to Adeleke & Jianguo (2017), Leadership behaviors have also greatly impacted the organisational citizenship behavior. The leadership behaviors are mainly categorized into four categories which include; transactional leadership behavior, transformational leadership behavior, behaviors involving path-goal theory and behaviors involving leader-member exchange theory (Elizabeth, 2017). Transformational leadership involves actions such as articulating a vision, presenting a suitable template, encouraging the adoption of individual goals and optimizing performance expectations, intellectual stimulation, have a strong connection with organizational citizenship behaviors. Contingent reward behavior and non-contingent punishment behavior representing the transactional leadership style are also highly related to the OCB. In addition, supportive leadership and leader role clarification aspects of the path-goal theory of leadership are highly related to organisational leadership theory.

Over time, a lot of research has been done on the consequences of OCB. Many scholars have mainly concentrated on organisational performance and success, managerial evaluations of performance and reward allocation and the impact of OCB on the workers (Ocampo, Aldelaine, & Sia, 2018). On organisational performance and success, a lot of studies have been executed to determine the interrelationship with OCB. A study by Elizabeth (2017), found out that civic virtual and sportsmanship are greatly related to the level of sales in an organisation. In many cases, helping characters are directly interrelated to the quality of the products. The helping behaviors of the employees greatly impact the level of satisfaction of the employees, quality of the work done and the efficiency of the organization. OCB's aggregate indicator is positively correlated with corporate earnings in many situations.

Additionally, research has been carried out concerning managerial evaluations and reward allocations. A recent study found out that OCB accounts for 42.9% of the variance in the managerial performance and evaluations (Banwo & Du, 2018; Deery et al., 2016). Altruism, sportsmanship, conscientiousness, and civic virtue are greatly related to performance evaluation in many cases. In addition, organisational citizenship behaviors have a positive impact on performance standards and rewarding (Elizabeth, 2017).

The benefits of organizational citizenship behaviors for organizational success have been outlined in the past literature. Lavelle et al. (2009), reveals that OCB is very paramount in the current business atmosphere. OCB has been shown to have a positive impact on the performance and well-being of workers and this, in turn, has important flow-on effects on the organization (Lavelle et al., 2009). The study shows that OCB provides intrinsic and extrinsic benefits to the individual worker, thus it does not only benefit the organization at the expense of workers (Mackenzie, Podsakoff, & Fetter, 1991).

According to the study by Mackenzie et al. (1991), OCB motivates employees to experience a greater sense of purpose and meaningfulness in their jobs. This means that employees feel the company's work is essential and useful. Through this, the efficiency of the organization is improved. Additionally, OCB helps workers to have more control over the job they're doing and how they're doing it. Workers have the chance to decide what they want to spend more time on and how they want to do it.

The study argues that it avoids burnout feelings when employees feel they are doing well for others or that they are involved in work that means something. Employees must re-energize themselves and have a new sense of purpose so that they can continue to work and achieve client goals. In addition, if managers have not identified a task, leaders can use it as an opportunity to make the role of the worker align with the work goals and incorporate elements that promote OCB (Podsakoff, MacKenzie & Bommer, 1996). When time goes by, it is important to redefine and adjust positions to better reflect the skill set of an employee. If members are competent, they will work in elements of OCB with employees.

OCB also leads to increased work performance leading to high quality work and increased employer productivity. It also came with the advantage of better interpersonal relationships, conflict avoidance and lower cost of time. Furthermore, a previous study demonstrated that staff that has not had a great deal of work experience was prone to moving into OCB. They're not set in their ways and they're looking for ways to get involved in the company. Such workers should be allowed to participate in other forms of supporting OCB (Podsakoff, MacKenzie & Bommer, 1996). In conclusion, organisational citizenship behavior also has some impact on the employees. Giving employees some freedom to work outside their duties improves the worker experience and reduces the causes of turnover. Nevertheless, these benefits of organisational citizenship behaviors come with a cost (Junaidah et al., 2018). Mainly, there is a conflict between home life and the work-life of the workers as well as emotional exhaustion (Deery et al., 2016). In conclusion, the pattern of results from the past literature review on OCB seems consistent; there still a need for more research in this field.

Lee, Iijima & Reade (2011) in a study about the factors likely to predict personnel preference for performance-related pay (PRP) and the consequences of OCB revealed an insignificant and positive relationship between OCB and PRP. Employees were reported prefer PRP over the seniority pay esteem in less negative effects of OCB. The findings proposed that with globalisation of the HR approaches, for instance execution of the PRP systems, there is desire to consider culturally grounded variation in the approaches in which workers conceptualize their association with their employers (Lee, Iijima & Reade, 2011). An employee is anticipated to succeed individually while at the same time enhancing the success of the group. This acts as the possible description of the positive relationship between PRP preference and OCB. Lastly, Lee, Iijima & Reade (2011) found that there is no consequence between PRP preference and engagement in OCB.

Ethical leadership enhances organizational citizenship behaviour (Cropanzano & Mitchell, 2005). Ethical leadership refers to honest, trust worthy, fair and transparent leadership style. An ethical leader should possess the following characteristics; he should be interested on how his employees feel, should give others a chance to shine, take some time for personal contact with the employees, has the modest attitude towards his employees, and supports his employees (Kalshoven, Hartog & Hoogh, 2011). In addition, an ethical leader is expected to have a social responsibility to always do what is right towards his customers and employees and never to pursue self-interests. Ethical leader should also encourage extreme objectives, ideas, and behaviour and also accept diversity and differences (Rhoades et al., 2001).

Currently, there is greater attention to ethical leadership and its impact on individuals. This has been mainly impacted by the unethical actions by the leaders which have negatively impacted the society in the past. The latest unethical leadership around the globe has led to the need for organizations to operate ethically. Previous studies have shown that ethical leadership in an organization impacts organizational citizen behaviors (Cropanzano & Mitchell, 2005). OCB involves the behaviors and actions which are not required by the workers. The actions may be unnecessary in doing the work but they benefit the group and enhances greater organizational functioning and efficiency.

Social learning theory of Bandura and social exchange theory are some of the two theories which can be related to the influence of ethical leadership on employee's behavior. Social learning theory suggests that human behaviors are based on mutual interactions between internal and external influences. The theory suggests that people learn through the rewards they get and the punishments they undergo through. It also adds that the individuals also copy a lot from their role models (Brown et al., 2005). This theory suggests that ethic leaders can be the perfect role models for their employees. Ethical leaders listen to the employees, portray good values and actions to them and communicate with them accordingly, through this, the employees will be impacted by the employee's ethical behaviors and eventually copy them. According to this theory, employees learn from the behaviors of others, and the outcomes of those behaviors (Brown et al., 2005). The employees tend to learn new behaviors or adjust the existing ones. This process happens through imitation which is one of the simplest methods of adjusting the employee's behaviors

The second theory is the social exchange theory, this theory suggests that human relationships and social behaviors are bonded on the exchange process. Individuals tend to weigh risks and rewards. At the place of work, the employees tend to work in a positive way when they know that they will get something important in their lives after their efforts. When the rewards are not propositional to the effort which is required, the employees tend to perform oriented to their self-interests (Elizabeth, 1994). The same case applies to ethical behaviors. A leader should reward employees with good desired ethical behaviors. Additionally, leaders should handle employees ethically. Through this employee tends to do what is right since they expect to receive more from doing so (Cropanzano & Mitchell, 2005).

Organizations citizenship behavior has been interlinked with different leadership factors. Leaders should have performance characteristics such as a sense of responsibility, justice, empathy, and knowledge of workers to have better organizational citizenship behaviors. If leaders display these features, workers build confidence in him and feel safe when working in the organization. The employees tend to carry out their duties willingly and support the organizations towards achieving the goals of the given organization (Elizabeth, 1994). Past research indicates that a leader's ability to influence his followers encourages his followers to participate in extra-role activities such as behaviors of organizational citizenship (Blanch, Gil, Antino & Alfredo, 2016). This may include workplace citizenship activities by representatives with ideal attributes such as honesty and fairness (Wang & Shi, 2015).

The previous study highlighted the fairness and integrity of the leader as one of the ethical leadership characteristics. Research also shows that ethical leaders play a crucial role in improving the conduct of corporate citizenship because leaders may shift the employee's view of equality and honesty issues (Brown, Trevino & Harrison, 2005). The study shows that organizational citizenship behavior is natured through ethical leadership (Elizabeth, 1994). The ethical leader should be able to keep in mind his employees ' best interests and display some concern towards them in order to trigger the reciprocal power of his employees, which threatens employees who prefer to participate in certain behaviors such as corporate citizenship activity and other positive activities in the organization (Wang & Shi, 2015). In cases where the employees have a positive perception of their leaders, such as fair treatment to all, tends to trigger the employees to reciprocate by performing extremely well and goes the extra mile in engaging in organizational citizenship behaviors (Elizabeth, 1994).

A research done by Jackson and Weathers (1975) in the higher education sectors have shown that the higher education sector plays a role as a change agent for academic staff to participate in practices of organizational citizenship that have a positive impact on the performance of the institution. The employees were found to be more committed and were highly involved in the institutions thus boosting the performance of the organizations (Wang & Shi, 2015). It was found that in the instances where the staff find that they don’t have support from the management, their performance decreases and in some instances s thy quit their jobs or look for better alternatives (Chughtai & Zafar, 2006). The scholars note that it is crucial for a learning institution to have a pool of staff who have the OCB since such employees impact the quality of education in the institution (Chughtai & Zafar, 2006). This shows that ethical leadership greatly impacts organizational citizenship behavior, it natures the employee's behavior and conduct and motivates them to engage in extra behavior (Wang & Shi, 2015; Chughtai & Zafar, 2006).

In conclusion, organizational citizenship behavior in greatly associated with ethical leadership. The ethical qualities of a leader trigger the employees to go the extra mile in performing decretory actions outside their formal job description. A leader should be able to identify the motivations expectations of the employees and fulfill them, by doing this he will increase the predictability of the employees. The leaders should not formalize organizational citizenship behaviors since doing this may lead to unhealthy work. Additionally, leaders should not let the behaviors go unnoticed. Ethical leaders should enhance the OCBs so as to reduce the need for supervision in the organizations. Through the OCBs, the organizations will tend to comfortably cope with any changes and unpredictable circumstances.

Ethical leadership style strengthens supervisor Support in an organization thus resulting to organizational citizenship behaviour OCB in workers. Studies show that social support by the supervisors contributes much in employees’ behaviour (Eisenberger, Fasolo & LaMastro, 1990). Social exchange theory can provide a rigid framework explanation on how perceived supervisor support impacts organizational citizenship behaviour. In many instances the workers reciprocate to the favorable conduct of people who they work with (Kurtessis et al., 2015). This means that if the supervisor treats the employees well they tend to develop organizational citizenship behaviour since they feel they should also reciprocate well to the organization. The employee’s supervisor exchange tends to boost the employee’s altitude towards the organization. When the supervisors handle the employees well, they tend to behave in a way that will benefit the organization.

There is also a lot of argument that the supervisor also acts like a representative of the organization. Thus, the employer regards what the supervisor treats them as the organization. Additionally, the employees treat the supervisor as the way they would treat the organization (Eisenberger et al., 2002). In many instances, the response of the employees comes up as an altitude or the behaviour which they portray. If they are treated well, they tend to treat the organization well by helping it achieve its goals. Studies also shows that social support from the organization can boost workers impression toward the organization and acceptance of the organization goals and values (Eisenberger et al., 2002). This makes the employees to be more committed to the organization (Chiaburu & Byrne, 2009). Supervisor support is very crucial in any effective leadership. This is one of the key behaviour that effective leaders develop as soon as they move from individual contributor to managers. This implies that supervisor support leads to a positive outcome in all stages of leadership (Eisenberger, Fasolo & LaMastro, 1990; Chiaburu & Byrne, 2009).

A study by Rhoades & Eisenberger (2002) shows that some of the method used by organization to boost the employee’s perception of the supervisor support includes; engaging the employees, this entails involving the employees in the organization activities such as planning the tasks and making decisions in the organization. The supervisor can as well hold process improvement meetings which involves brain storming. Through this the manager boosts the structure of his work in the organization (Rhoades & Eisenberger, 2002).

In addition, the supervisor should be concerned with the employees. This is important since the employees needs to know that the supervisor values them in the organization (Eisenberger et al., 1997; Chiaburu & Byrne, 2009). By knowing so, they tend to develop organizational citizenship behaviour. A supervisor should take time to inquire into hos employees’ lives (Kurtessis et al., 2015). Employees should be engaged directly politely for them to feel that the supervisor is concerned. The supervisor should as well try to enquire from the employees on how they feel about the work and listen to them without interrupting them or becoming defensive to the organization (Eisenberger et al., 2002). This shows that the supervisor cares on the organization thus the employees will reciprocate by assisting the organization attain its goals.

The study by Eisenberger et al. (2002) was conducted on 400 postal employees to determine the reciprocating role in the relationships of the organizational support. The research found out that organizational support was positively connected to workers felt desire to care on the organization duties and assist the organization attain its duties. The study also portrayed that the organizational support to the employees made them to reciprocate with development of the organizational citizenship behaviour. Organizational support is achieved through supervisor support since the supervisor is the ones who are in contact with the employees Eisenberger et al., (2001); Chiaburu and Byrne (2009) outline that supervisors are very crucial in the organization since they enhanced organizational support through supervisor support. Through this the organization is able to enhance organizational citizenship behaviour.

Ethical Leadership

Supervisor Support

Organisation Citizenship Behaviour

People Orientation

Leaders Moderation Orientation