When is an Islamic work ethic more likely to spur

helping behavior? The roles of despotic

leadership and gender

Disusun oleh:
Januar Christianto (20919049)
Kharisma Fatmalina Fajri (20919050)

Tugas Etika & Kepemimpinan Islam (EKI)

Dosen Pengampu: Prof. Dr. Muafi, M.Si
Universitas Islam Indonesia
 CONTENTS
CONTENTS
PART 01 PART 02
Journal Identity Abstract

PART 03 PART 04
Journal Review Conlusion
1 Journal Identity

Title When is an Islamic work ethic more likely to spur helping behavior? The roles of
despotic leadership and gender.
Authors Dirk De Clercq, Inam Ul Haq, Usman Raja, Muhammad Umer Azeem, Norashikin
Mahmud
Year 2018

Journal Source Personnel Review

Volume - Pages 47 No. 3 - 630-650

Publisher Emerald Publisihing Limited

Original Source www.emeraldinsight.com/0048-3486.htm

Index & Rank Scopus (3,8 Q2) - H-Index 71

 2 Abstract

Purpos Methodology
Findings Implications Value
e

Islamic work values relate

to investigate how
positively to helping For organizations, the This study elaborates how
employees’ Islamic work
behaviors, and this results demonstrate that employees’ Islamic work
ethic might enhance their
relationship is stronger Islamic work values may ethic influences the
propensity to help their
Survey data were collected when employees be likelihood that
coworkers on a voluntary
from employees and their experience despotic important for creating a they help their coworkers,
basis, as well as how this
supervisors in leadership, because their culture that promotes particularly in work
relationship might be
Pakistani organizations. values motivate them to collegiality, to a greater contexts marked by
invigorated by despotic
protect their colleagues extent when employees stress-inducing leadership.
leadership. It also
against the hardships believe that
considers how the
created by such their leaders act as
invigorating role of
leadership. This triggering despots who exploit their
despotic leadership might
role of despotic leadership followers for personal gain.
depend on employees’
is particularly strong
gender.
among female employees.
 3 Journal Review
Voluntary employee behaviors targeted at
helping coworkers contribute effectively to
how organizations function internally.
Previous studies highlight a broad range of factors that
might stimulate helping behaviors, including individual
factors. The core premise of the current study is that an
important enabler of helping behavior, in the presence of
such resource-depleting despotic leadership, results from
the personal resource of an Islamic work ethic
Background
Introduction
In short, this paper seeks to contribute to extant research by
investigating how a religiously based personal resource might
function as a catalyst for discretionary helping efforts
targeted at coworkers, as well as the leadership-based
circumstances in which this process is more likely to occur
This study is also novel, in that it investigates employee helping
behavior in the understudied, non-western context of Pakistan. The
theoretical arguments are culturally neutral, but the interplay among an
Islamic work ethic, despotic leadership, and gender is highly relevant in
this country context. Religion is instrumental in the lives of many
Muslims, who tend to consider their faith a way of life that is intricately
related to how they behave at work
 Theoretical Background

Helping Behaviour 01 02 Islamic Work Ethic

03 04 Gender
Despotic Leadership
 Conceptual Framework

H1: There is a positive relationship between employees’ Islamic work ethic and helping behavior.
H2: The positive relationship between employees’ Islamic work ethic and helping behavior is moderated by their
perceptions of despotic leadership, such that the relationship is stronger at higher levels of despotic leadership.
H3: The invigorating effect of despotic leadership on the positive relationship between an Islamic work ethic and helping
behavior is moderated by gender, such that this invigorating effect is stronger among female than male employees.
 Research Method

The hypotheses tests rely on survey data collected in fall

2016 from employees and their supervisors in ten Pakistan-
based organizations in different sectors, including five
Sample and Data Collection
financial organizations, three manufacturing companies,
and two educational institutions.

Of the 550 originally distributed surveys, the 283 completed responses

represent a response rate of 51 percent. The 31 subsequently
contacted supervisors all provided assessments of participating
employees’ helping behavior, so the final sample included 283 paired
responses. Among the employee respondents, 28% were women, their
average age was 29 years, their average organizational tenure was six Items for the three focal constructs were measured with previously
years, and their job profiles included administrative staff (78%), validated scales, using five-point Likert scales, which ranged from 1
teachers (18%), and managers with supervisory responsibilities (4%) (“strongly disagree”) to 5 (“strongly agree”).

Measures
Helping Behaviour = 7 item scale
Islamic Work Ethic = 17 item scale
Despotic Leadership = 6 item scale.
Result
Result - Continued
 Discussion

This study adds to extant research by elaborating how employees’ Islamic work ethic
influences the likelihood that they help their coworkers on a voluntary basis, particularly in
work conditions characterized by resource-depleting leadership. Voluntarily extending help
to others can be satisfying for employees, but it also consumes significant energy that
otherwise could be spent on their own job activities.

The triggering role of despotic leadership is also stronger among female employees than
their male counterparts. Female employees tend to be more nurturing and concerned about
the well-being of their coworkers which strongly motivates them to apply their personal work
values to help colleagues who might also suffer from despotic leadership.
 Practical Implication

The presence of despotic leadership, which
focuses on leader gains instead of follower
well-being, can generate significant stress
in employees, and organizations should do
whatever it takes to discourage its
presence.
They might also create leadership
01 02
development programs to emphasize
the need for respect and care in
relationships with followers

03 04
However, the presence of some
despotic tendencies among people in
leadership positionsmay be inevitable
For example, training efforts could focus on
how newly appointed leaders should interact
with the members of their unit and develop
respectful relationships with them
 Limitation & Future Research

1 2
focusing on a specific,
the underlying arguments
resource-depleting leadership
indicate that both ability and
style (i.e., despotic
motivation underlie the
leadership) suggests
positive relationship between
opportunities for studying
an Islamic work ethic and
other negative leadership
helping behavior, due to the
styles that might
enhanced energy for and
also augment the positive link
personal satisfaction derived
between an Islamic work ethic
from helping efforts,
and helping behavior, such as
respectively
abusive supervision or
laissez-faire leadership
3 4
the hypothesized role of
gender reflects insights about
women’s caring nature in
their peer relationships, that
is, their tendency to express
themselves emotionally when
they observe unfavorable
work conditions that threaten
others, and the personal
satisfaction they derive from
protecting colleagues against
despotic leaders
5
the theoretical arguments are
this study adopts a singular
not industry specific, but it
focus on Pakistan; the
would be interesting to
findings do not necessarily
consider the role of potentially
generalize across countries.
relevant industry factors, such
As noted previously, an
as the level of rivalry that
Islamic work ethic, despotic
organizations face in their
leadership,
external market
and gender likely are
particularly important for
understanding helping
behaviors in a Muslim country
such as Pakistan. Continued
research could benefit from
testing the study framework
across different cultural
contexts though.
 4 Conclusion

This study seeks to contribute to extant research by investigating the role of an Islamic work ethic in predicting helping
behavior in the presence of despotic leadership. The likelihood that employees mobilize their Islamic work values to help
their colleagues voluntarily increases to the extent that they are exposed to despots who do not care about their
followers. This triggering role of despotic leadership is especially strong among female employees.

In general, this study provides critical insights into when employees’ reliance on relevant personal resources, such as
those that stem from their religious beliefs, are more likely to enhance their propensity to assist their coworkers
voluntarily. The possession of Islamic work values may spur employees’ ability and motivation to do more than is
expected,
according to their formal job duties, as manifested in helping efforts. These mechanisms are more easily triggered to
the extent that employees are exposed to a resource-draining leadership style such as despotic leadership, and even
more so among female employees.
Taken together, these findings provide critical insights into when an Islamic work ethic is likely to spur voluntary helping, namely,
when female employees experience the harmful effects of organizational leaders who act as despots, without consideration for
followers.
This study thus can guide organizations and managers, as well as serve as a platform for further investigations of when employees
are most likely to go out of their way to help other organizational members proactively, across wider ranges of unfavorable work
circumstances, religions, and cultural contexts.
THANKS